Post on 10-May-2023
EXECUTIVE OVERVIEW
Reader’s Guide 2
Message from the CFO/General Manager, Finance 4
Approved Supplemental Funding Information 10
Budget Summary 11
Strategic Framework 12
Financial Planning Process 18
COMMUNITY PROFILE
Surrey’s History 24
Population and Growth Statistics 30
Business and Industry 33
Taxes, Utilities, and Assessments 38
Educational Services 40
Health and Safety Services 42
ORGANIZATIONAL PROFILE
City Government and Administration 50
Organizational Objectives 53
Organizational Governance 56
Integrated Planning Model 61
City of Surrey Corporate Functions 62
Staffing Complement 63
FINANCIAL OVERVIEW
Economic Overview 68
Major Revenue Sources 75
Debt 82
Overview of Fund Structure 86
Consolidated Financial Summary 90
Source and Application of Funds 84
TABLE OF
CONTENTS
GENERAL OPERATING FUNDS
OVERVIEW 106
FINANCIAL SUMMARY 107
Mayor, Council and Grants 115
City Manager 127
City of Surrey | 2022—2026 Financial Plan | Table of Contents
I
City of Surrey | 2022—2026 Financial Plan | Table of Contents
GENERAL OPERATING FUNDS
Corporate Services 139
Finance 169
Fire 183
Investment and Intergovernmental Relations 199
Parks, Recreation & Culture 209
Planning & Development 231
Police 247
Surrey Public Library 273
Engineering Services 155
UTILITIES OPERATING FUNDS
OVERVIEW 284
FINANCIAL SUMMARY 285
Drainage 287
Parking 301
Transportation 311
Sewer 323
Solid Waste 335
Surrey City Energy (District Energy) 347
Water 357
CAPITAL PROGRAM
CONTRIBUTION AND EXPENDITURE OVERVIEW 370
CAPITAL PLANNING PROCESS 375
General Corporate 394
Parks, Recreation & Culture 395
Protective Services 397
Roads & Traffic (Transportation) 398
Water Services 399
Sewer Services 400
Drainage Services 401
RANKED CAPITAL PROJECTS 377
2022 CAPITAL PROGRAM 386
FIVE YEAR CAPITAL PROGRAM 388
Other Services 402
GLOSSARY 405
II
The Government Finance Officers Association (GFOA) of the United States and Canada
presented a Distinguished Budget Presentation Award to the City of Surrey, British
Columbia for its annual budget for the fiscal year beginning January 1, 2021.
In order to receive this award, a governmental unit must publish a budget document
that meets program criteria as a policy document, as an operations guide, as a
financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget
continues to conform to program requirements, and we are submitting it to GFOA to
determine its eligibility for another award.
III
READER’S GUIDE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
This Reader’s Guide provides the reader with an executive overview of the 2022 - 2026
Financial Plan and introduces the content and layout of each of the major sections of the
document.
The primary function of the Financial Plan is to provide detailed information about the
City of Surrey’s funding requirements over the next five years. Furthermore, it serves
the following functions:
• As a policy document, which outlines the financial policies that guide the
development of the Financial Plan and articulates financial priorities and issues;
• As an operations guide, which helps staff identify financial and staffing resource
requirements, manage day-to-day operations, and provides performance
measurements and policy information; and
• As a communication device, which provides readers with a comprehensive look at
the services provided by City departments and the costs attributed to those services.
The 2022 - 2026 Financial Plan is divided into eight major sections:
1. EXECUTIVE OVERVIEW ……………………………………………….….…..…. Page 1
This section provides the reader with a brief overview of this document along with
the CFO/General Manager, Finance’s executive summary illustrating Surrey’s
service priorities and issues for each major fund. This section also includes the
budget summary, the City’s strategic framework and the financial planning
process.
2. COMMUNITY PROFILE ……………………………………………….....……… Page 23
This section provides the reader with a brief overview of the City of Surrey, its
history, as well as some of the services available to citizens and businesses.
3. ORGANIZATIONAL PROFILE ……………………………………….……..…… Page 49
This section provides the reader with the City of Surrey’s government structure,
the City’s values, corporate strategic objectives and initiatives, governance policies,
strategies and plans, and the integrated planning model.
4. FINANCIAL OVERVIEW ………………………………………..…...…………… Page 67
This section provides the reader with a brief overview of economic conditions
affecting the City of Surrey, in the short-term as well as in the long-term, along
with the City’s major revenue sources, fund structure, consolidated financial
summary, and the Consolidated Financial Plan Bylaw.
5. GENERAL OPERATING FUNDS ………………………………………..…….… Page 105
This section contains information about the general operating (including Surrey
Police Service and Surrey Public Library) funds, the financial summary, and the
General Operating Bylaw. It also contains subsections providing further
information for each department or service within these general operating funds.
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READER’S GUIDE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
6. UTILITIES OPERATING FUNDS ……………..……………………………… Page 283
This section contains information about the various utility operating funds the City
operates and contains subsections providing information for each and their
respective operating bylaws.
7. CAPITAL PROGRAM …………………………………………………………… Page 369
This section provides the reader with an overview of capital contributions
available, along with the types of capital expenditures and the capital planning
process. An overview of the ranked capital projects is also included along with the
full Five Year Capital Plan and the Capital Financial Plan Bylaw.
8. GLOSSARY ……………………………………………………………………… Page 405
This section provides the reader with an alphabetical list of terms used in the
Financial Plan along with their definition.
North Surrey Sport & Ice Complex
3
MESSAGE FROM THE CFO/GENERAL MANAGER, FINANCE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
To the Mayor and Council, City of Surrey
It is my pleasure to submit the 2022 - 2026 Financial Plan
for the City of Surrey. This Financial Plan has been
formulated based on direction from you, as our Mayor and
Council, and reflects key fundamental priorities while
maintaining fiscal prudence.
The Community Charter requires that Council adopt a Five-
Year Financial Plan each year prior to the adoption of the
annual Property Tax Bylaw. This 2022 - 2026 Financial Plan
document reinforces the 2022 - 2026 Financial Plan Bylaws,
which received final adoption on December 24, 2021.
The goal of the Five-Year Financial Plan is to outline the financing of initiatives
associated with the City’s major plans including the Sustainability Charter, the Official
Community Plan, the Transportation Strategic Plan, the Parks, Recreation and Culture
Strategic Plan, and the Surrey Public Library Strategic Plan, as well as Council’s key
priorities. Funding these initiatives helps the City to meet the needs of its citizens.
1.0 OVERVIEW
The 2022 - 2026 Financial Plan presents a Five-Year Consolidated Financial Plan, which
includes forecasts for all revenues and expenditures related to the City’s operating and
capital obligations over the next five years. The supporting information in this
Five-Year plan provides departments with their expenditure authority. Please note that
in conjunction with known information, estimates and projections have been used for
the years 2023 through 2026 in relation to revenues and expenditures. These
projections are updated annually prior to Council’s review and approval of the
Financial Plan for that year.
The COVID-19 pandemic first impacted the City's financial results in quarter one of
2020 through the closure of libraries, community/recreation centres and cultural
facilities. Development and construction activity within the City also experienced a
steep, albeit temporary, decline in 2020. The negative financial impacts of the
COVID-19 pandemic on the City’s finances continued into 2021 with the loss of
revenues due to the reopening of City facilities at less than 100% capacity. The fiscal
hardship caused by the COVID-19 pandemic forced the City to continue to implement a
series of measures to mitigate the impacts on the City’s financial health. As a result of
Mayor and Council supported economic stimulus initiatives for Surrey residents and
businesses, a slight economic recovery, savings from cost avoidance and staff
vacancies, the City has avoided the need to introduce any further cost avoidance in the
adopted 2022 - 2026 Financial Plan. Overall, the City was able to maintain a strong
financial position in 2021.
Building on the robust 2021-2025 Capital Financial Plan, the City, with support and
direction from Mayor and Council, continued its momentum with further capital
Kam Grewal
CFO/General Manager, Finance
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MESSAGE FROM THE CFO/GENERAL MANAGER, FINANCE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
investments as part of the 2022-2026 Capital Financial Plan. With Surrey growing at an
unprecedented rate, the City has prioritized new capital infrastructure projects that will
ensure the recreational, cultural and transportation infrastructure needs of its citizens
will keep pace with the City’s growth.
2.0 GENERAL OPERATING FINANCIAL PLAN—SERVICE PRIORITIES
General Operating supports most of the City’s service delivery needs through its
various operating departments and services. Projected funding requirements are met
by a combination of corresponding increases in general property tax, service delivery
fees and other revenue sources in relation to service delivery levels. Furthermore, staff
continuously explore opportunities that can leverage new found efficiencies in how we
deliver our services to our residents.
Public Safety continues to be a key priority for Mayor and Council. The City is
continuing to work with the Surrey Policing Transition Trilateral Committee (“SPTTC”)
on transition of policing services in Surrey. Assistant Deputy Ministers from the
Government of Canada and the Province of British Columbia along with the City
Manager and Policing Transition General Manager from the City of Surrey make up the
SPTTC. It is tasked with guiding and supporting the development, negotiation and
implementation of a phased transition of policing services. The first cohort of
experienced Surrey Police Service (“SPS”) officers has begun working in the
community beside Surrey RCMP officers.
Council has directed that the 2022 Financial Plan include the following:
• An increase of property tax rate of approximately $63 for the average assessed
single-family dwelling;
• An increase of general fees of up to 2.9% as compared to the prior year;
• Public Safety related cost increases due to costs associated with SPS as it moves to
become fully operational, increased costs associated with the ratification of a
collective agreement between the RCMP members and the Government of Canada,
and cost increases due to the ratification of a collective agreement by Surrey Fire
Fighters Association of the International Association of Fire Fighters (“IAFF”);
• Other cost increases related to wage increases due to ratification of a collective
agreement by CUPE 402, increased insurance premiums, IT software licensing and
maintenance costs to enhance internal facing services for City staff and external
facing services for our residents and businesses, debt servicing, elimination of late
fees on overdue library fines, new Parks, Recreation and Culture facilities, and
Permitting Timelines Guarantee Process improvements; and
• Continued support for Council’s key priorities such as Cultural Grants, Social
Well-being, Surrey City Energy, Sustainability and Crime Reduction.
These changes will allow staff to address the City’s service priorities and meet Council’s
goals.
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MESSAGE FROM THE CFO/GENERAL MANAGER, FINANCE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
3.0 DRAINAGE UTILITY FINANCIAL PLAN—SERVICE PRIORITIES
The Drainage Utility supports storm water management and environment protection.
This utility is structured to be self-sustaining. Projected additional funding
requirements are met by a corresponding increase in the drainage parcel tax.
The Drainage Utility’s funding is primarily utilized for storm water management
requirements; lowland drainage dyking and flood control program; contractual
labour and energy cost increases; and environmental management.
These funding requirements will continue to be addressed through the drainage parcel
tax. For 2022, the drainage parcel tax will see an increase of $7 to $236 ($229 in 2021)
for residential and agricultural properties, and an increase of $16 to $575 ($559 in
2021) for commercial and industrial properties.
4.0 PARKING UTILITY FINANCIAL PLAN—SERVICE PRIORITIES
The Parking Utility provides a range of parking options and choices for residential,
business and transit needs, and effectively manages the demand for on and
off-street parking facilities. Revenue generated from parking rates cover part of the
on-going operating and maintenance costs of these parking facilities as well as
contribute to the debt financing costs of the utility. Parking Meter rates vary
throughout the City and are set based on market demand and may vary by time of
day. In 2022, the parking rates have primarily remained consistent with the 2021
rates.
5.0 ROADS & TRAFFIC UTILITY FINANCIAL PLAN—SERVICE PRIORITIES
Transportation services, through the Roads & Traffic Safety Utility, improves the
quality of life for those living, working or visiting Surrey. This is achieved by
enabling multi-modal mobility needs to move goods and people, in a safe and
efficient manner that balances minimizing delays with protecting the environment.
A Road and Traffic Safety Levy, that is based on the assessed value of individual
properties in each property class, was established in 2008 to ensure that a stable,
sustainable funding source was available to meet the growing traffic and safety
needs of the City. This levy addresses the infrastructure and maintenance needs, as
well as traffic calming measures, crosswalks, sidewalks, and measures to reduce
congestion throughout the City.
There has been no proposed increase to the Roads and Traffic Safety Levy for the
years 2022 - 2026 and as reflected in the Transportation section of the Financial Plan.
6.0 SEWER UTILITY FINANCIAL PLAN—SERVICE PRIORITIES
The Sewer Utility provides service to more than 69,000 metered accounts, helping
to support building of a healthy, sustainable community. Any projected funding
requirements for sewer utilities are met by a corresponding increase in user fees.
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MESSAGE FROM THE CFO/GENERAL MANAGER, FINANCE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
The Sewer Utility’s funding requirements are affected by the following factors:
• Greater Vancouver Sewer and Drainage District’s (“GVS&DD”) projected increases of
6.9% for 2022 and an average of 21.4% for each of the remaining four years of the
2022 - 2026 Financial Plan;
• Operating and maintenance cost increases; and
• Capital replacement needs for aging infrastructure.
These funding requirements will be addressed through increases in the sewer rates over
the next several years. For 2022, the average metered single-family dwelling will pay
$418 ($393 in 2021) for sanitary sewer, based on an average sewerage discharge of 295
cubic meters per year, calculated at 82% of the estimated volume of water consumed.
7.0 SOLID WASTE UTILITY FINANCIAL PLAN—SERVICE PRIORITIES
The Solid Waste Utility provides weekly residential curbside organic waste
collection with alternating bi-weekly garbage and recycling services. It also
provides street sanitation services to ensure the cleanliness and beautification of
the City. These services include illegal dumping collection, large item pickup
program (“LIPU”), litter pickup services, Pop-Up Junk events and streetscape litter
bin collection.
As a means of achieving our waste diversion and illegal dumping targets by the year
2024, the City developed a comprehensive work plan that was initiated in 2017. These
initiatives include: increasing participation and expanding categories of items in the
LIPU collection program, implement the Single-Use Items and Plastic Packaging
Strategy to reduce impacts on the environment and landfill waste, and implement
various initiatives to help achieve the City’s zero waste goal. The City also processes
organic waste it collects at curbside into a renewable natural gas at its biofuel facility.
In 2022, Metro Vancouver tipping fee charges will increase by 3.4% ($4 per tonne)
resulting in a tipping fee of $121 per tonne. Metro Vancouver is projecting that the
Solid Waste Tipping Fee will increase by $7 in each of the remaining four years of the
Five-Year Plan.
Based on these changes, for 2022 a 2.9% increase was applied resulting in an annual
collection rate for a single-family home of $316 ($307 in 2021).
8.0 SURREY CITY ENERGY UTILITY FINANCIAL PLAN—SERVICE PRIORITIES
The Surrey City Energy (“SCE”) Utility is the City-owned district energy system that
supplies residential, commercial and institutional buildings in City Centre with heat
and hot water. SCE is based on a ‘user-pay’ model and is 100% self-funded by the
customers.
Class 1 customers are residential and mixed-use buildings where the non-residential
portion of the building does not exceed 20% of the building area. Class 2 customers are
any building where the non-residential portion of the building exceeds 20% of the
building area.
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MESSAGE FROM THE CFO/GENERAL MANAGER, FINANCE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
For 2022, the rates were increased by 2.2%, as supported by an independent External
Rate Review Panel. This increase enables the Utility to recover its capital and operating
costs, while providing stable and competitive energy rates for its customers. This rate
increase would result in an annual increase of $18 (Charge and Levy) for a 65m2 (700
square foot) residential dwelling unit that consumes an average of 6.8 MWh/year of
energy.
9.0 WATER UTILITY FINANCIAL PLAN—SERVICE PRIORITIES
Any projected additional funding requirements for water utilities are met by a
corresponding increase in user fees. The City adopted its Residential Water
Metering Program over 15 years ago, and now provides service to more than
72,000 metered water utility accounts.
The Water Utility’s funding requirements are affected by the following factors:
• Greater Vancouver Regional District’s (“GVRD”) increases of 4.1% for 2022
and an average of 10.0% for each of the remaining four years of the 2022 -
2026 Financial Plan;
• Operating and maintenance cost increases; and
• Capital replacement needs for aging infrastructure.
To meet these funding requirements, water rates will increase in 2022 and beyond.
Excluding a base charge of $66 ($66 in 2021), the average metered single-family
dwelling will pay $427 in 2022 ($412 in 2021) based on an average yearly consumption
of 360 cubic meters.
10.0 GENERAL CAPITAL FINANCIAL PLAN—SERVICE PRIORITIES
In recent years, the City has built world class recreation and parks facilities for our
residents to enjoy, and this trend will continue into future years with support from
Mayor and Council to ensure our City offers the best civic facilities in the country and
the world. The adopted Financial Plan focuses on stimulating the local economy
through its commitment to invest in short-term and long-term capital infrastructure
projects. These projects will improve access to and quality of cultural, recreational and
community spaces within the City for a long period of time. This adopted plan
includes 16 significant capital projects in 2022, including a new community centre in
Newton, Cloverdale Sport and Ice Complex, Bear Creek Park Athletics Centre and
upgrades to several arts, recreation and sporting facilities.
The City also dedicates significant resources to its ongoing capital initiatives that include
exterior and interior upgrades to facilities including building envelope repairs,
playground renovations, minor park improvements, roof repairs, technology updates,
washroom improvements and other equipment replacement and upgrades.
Additional details of planned capital projects can be found in the Capital Program section
of this document.
8
MESSAGE FROM THE CFO/GENERAL MANAGER, FINANCE
City of Surrey | 2022—2026 Financial Plan | Executive Overview
11.0 CONCLUSION
The 2022 - 2026 Financial Plan is a direct reflection of Council’s strategic priorities and
direction in relation to property tax increases and general fiscal prudence. Accordingly,
the City of Surrey continues to have one of the lowest property tax rates in the Metro
Vancouver Region.
Finally, I would like to acknowledge the world class staff that the City of Surrey is
proud to employ, it is their hard work, dedication and commitment to the delivery of
quality services to Surrey citizens and businesses that make our City world class.
Respectfully,
Kam Grewal, BBA, CPA, CMA
CFO/General Manager Finance
9
APPROVED SUPPLEMENTAL FUNDING INFORMATION
City of Surrey | 2022—2026 Financial Plan | Executive Overview
Departments were requested to identify any critical needs over and above their status-
quo requirements and to re-evaluate requirements that had been submitted during the
previous year’s planning cycle. Significant funding requests have been included in this
section.
Items identified during the 2022 planning process and approved by Council include the
following:
2022 Public Safety Funding Requirements: Policing Surrey Police Service operating costs, inclusive of
Surrey Police Board $ 11,010,000
Reduced provision for RCMP Contract during
transition to SPS, offset by increase in member
salaries
(230,000)
Total Policing Funding $ 10,780,000
Fire Services Balance of the addition of 10 firefighters, effective
July 1st, 2021 660,000
Bylaw Services New positions and other operating cost $ 20,000
Total Public Safety Funding Requirements $ 12,530,000
4 FTEs for dispatch services and other operating
cost increases 1,070,000
Total Fire Funding $ 1,730,000
2022 Other Corporate Funding Requirements: Capital Program Debt Servicing Cost Increases $ 7,090,000
Corporate Liability Insurance Cost Increases 330,000
Bylaw services Increase in Information Technology Licensing
and other costs 1,120,000
Other Other Changes to operating Costs 4,940,000
Total Additional Corporate Funding Requirements $ 13,480,000
$ 26,010,000 Total 2022 Funding Requirements
In addition to the increases approved in 2022, the following are a few significant
increases, not related to inflation or growth, for the four-year period of 2023 to
2026:
Parks, Rec, & Culture New parks and recreation facilities in 2024 $ 1,075,000
Parks, Rec, & Culture New parks and recreation facilities in 2025 4,425,000
$ 6,500,000
Parks, Rec, & Culture New parks and recreation facilities in 2026 1,000,000
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BUDGET SUMMARY
City of Surrey | 2022—2026 Financial Plan | Executive Overview
2021 2022
REVENUE SUMMARY BUDGET BUDGET $ %
General Operating Taxation 434,772$ 449,848$ 15,076$ 3.5%
Sale of Goods and Services 73,240 75,613 2,373 3.2%
Investment Income 10,920 16,066 5,146 47.1%
Transfers from Other Governments 10,448 11,919 1,471 14.1%
Other 46,635 48,582 1,947 4.2%
576,015 602,028 26,013 4.5%
Utilities Operating Taxation 73,300 74,681 1,381 1.9%
Sale of Goods and Services 207,215 220,857 13,642 6.6%
Investment Income 496 260 (236) -47.6%
Transfers from Other Governments 6,674 7,211 537 8.0%
Other 4,041 4,378 337 8.3%
291,726 307,387 15,661 5.4%
Capital Program Development Cost Charges 124,236 129,198 4,962 4.0%
Developer Contributions 108,411 160,208 51,797 47.8%
Investment Income - Reserves and Capital 324 272 (52) -16.0%
Transfers from Other Governments 82,302 36,411 (45,891) -55.8%
Other - Gain on Sale of Assets 2,000 2,000 - 0.0%
315,273 326,089 10,816 3.4%
Other Entities Investment Income 255 225 (30) -11.8%
Other 246 200 (46) -18.7%
501 425 (76) -15.2%
Borrowing Proceeds 130,000 20,600 (109,400) -84.2%
Budgeted Revenues 1,315,515$ 1,258,529$ (56,986)$ -4.3%
EXPENDITURE SUMMARY
General Operating General Government 54,729$ 56,056$ 1,327$ 2.4%
Public Safety 265,551 276,695 11,144 4.2%
Other Departments 173,535 175,694 2,159 1.2%
Council Initiative Fund 260 260 - 0.0%
Fiscal Services & Municipal Debt 11,935 19,022 7,087 59.4%
Contributions/Transfers to/(from) 70,005 74,301 4,296 6.1%
576,015 602,028 26,013 4.5%
Utilities Operating Operating Expenditures 218,745 234,497 15,752 7.2%
Fiscal Services & Municipal Debt 2,658 2,659 1 0.0%
Contributions/Transfers to/(from) 70,323 70,231 (92) -0.1%
291,726 307,387 15,661 5.4%
Capital Program Capital Expenditures 510,721 478,898 (31,823) -6.2%
Contributed Assets 100,000 100,000 - 0.0%
Other Entities 1,600 436 (1,164) -72.8%
612,321 579,334 (32,987) -5.4%
Other Amortization 142,206 144,029 1,823 1.3%
Other Entities Expenditures 1,240 1,153 (87) -7.0%
Contributions/Transfers to/(from) (257,993) (325,402) (67,409) 26.1%
Unspecified Capital Budget Authority (50,000) (50,000) - 0.0%
(164,547) (230,220) (65,673) 39.9%
Budgeted Expenditures & Transfers per Bylaw 1,315,515$ 1,258,529$ (56,986)$ -4.3%
Reconciliation to Annual Financial Statements:
Borrowing Proceeds (130,000) (20,600) 109,400 -84.2%
Adjustment to Budgeted Revenues (130,000) (20,600) 109,400 -84.2%
Revenues per Financial Statements 1,185,515$ 1,237,929$ 52,414$ 4.4%
Tangible Capital Asset expenditures (612,321) (579,334) 32,987 -5.4%
Contributions/Transfers (to)/from own sources 167,665 230,870 63,205 37.7%
Municipal debt & loan principal repayments (5,570) (10,449) (4,879) 87.6%
Adjustment to Budgeted Expenditures (450,226) (358,913) 91,313 -20.3%
Expenditures per Financial Statements 865,289$ 899,616$ 34,327$ 4.0%
Excess Revenues Over Expenses per Financial Statements 320,226$ 338,313$ 18,087$ 5.6%
** Excess Revenues Over Expenses is used primarily to fund the capital program through acquistion of tangible capital assets
CHANGE
The current 2022 - 2026 Financial Plan has been developed based on direction provided
by Council and builds on the adopted 2021 - 2025 Financial Plan. The following provides
a summary of changes between the currently adopted 2022 budget and the previously
adopted 2021 budget. See the relevant sections in this document for detailed schedules
and additional information.
CONSOLIDATED - BUDGET SUMMARY (in thousands)
11
STRATEGIC FRAMEWORK
City of Surrey | 2022—2026 Financial Plan | Executive Overview
STRATEGIC PLANNING AND THE 2022-2026 FINANCIAL PLAN
The City of Surrey has two key corporate
high-level strategic frameworks:
• Sustainability Charter 2.0 (primarily
outward or community-focused); and
• Surrey Excels (primarily inward-
focused).
The vision, goals, and desired outcomes
presented in the Sustainability Charter 2.0
articulate what we want to see for our
whole community, looking ahead over the
next several decades. Our Strategic Goals
reflect the vision statement of a Thriving,
Green, Inclusive City, and is organized
around eight community themes, as
illustrated in the following section, for a
more holistic way of considering
sustainability and the interconnected
systems in our community.
Surrey Excels aligns strongly with the
Sustainability Charter 2.0. Surrey Excels is
a balance scorecard that sets out the
City’s internal strategic objectives,
initiatives and measures.
Surrey Excels is organized into a “tier”
structure, with the “Tier 1 Strategic Map”
at the overall City-wide or corporate level,
“Tier 2 Strategic Maps” at the division
level, and “Tier 4 Strategic Maps” at the
section level. At each level, strategic
objectives, key measures and annual
strategic initiatives have been developed;
with those being linked to the corporate
level (Tier 1).
Surrey Excels is intended as an “inward-
facing” strategic framework. Each of the
strategic initiatives and measures
identified in Surrey Excels fits into one or
more of the eight themes of the
Sustainability Charter 2.0.
For the 2022-2026 Financial Plan, a set of
corporate and departmental strategic
initiatives and key measures, some of
which are drawn from Surrey Excels
Strategy Maps, have been organized
according to the eight themes of the
Sustainability Charter 2.0. These provide a
snapshot of the strategic direction and
priorities of the City, which are facilitated
through the delivery of the 2022-2026
Financial Plan and annual budgets of the
City.
12
STRATEGIC FRAMEWORK
City of Surrey | 2022—2026 Financial Plan | Executive Overview
In 2008, Surrey City Council approved the
first Surrey Sustainability Charter as the
City’s overarching policy document.
On May 30, 2016, this policy document
was updated when Council approved the
Sustainability Charter 2.0 (“Charter”). It
articulates a refreshed vision statement of
a thriving, green, inclusive city, and is
organized around eight community
themes for a more holistic way of
considering sustainability and the
interconnected systems in Surrey. Each
theme includes an overarching goal
statement and a set of desired outcomes
that describe what we envision for Surrey
by the year 2058 (50 years from the
adoption of our original Charter).
Strategic directions are identified under
each of the eight organizing themes, as
priority focus areas for action over the
next few years. Our indicators were
reviewed and updated to ensure they
were the best ones to track progress
towards our goals and desired outcomes;
these indicators are shared publicly on the
Sustainability Dashboard online.
(www.surrey.ca/dashboard).
The updated Charter also outlines
corporate sustainability objectives and
strategies for the City over a five-year
period, to enhance the City’s leadership
and showcasing of sustainability and
innovation.
The vision, goals, and desired outcomes
presented in the Sustainability Charter 2.0
articulate what we want to see for our
whole community, looking ahead over the
next several decades. Successful
implementation of this ambitious vision
needs the support and involvement of all
partners in Surrey including local
businesses, residents and community
groups. With this strong collaboration
and our rich tradition of community
involvement, Surrey will continue to
move forward in becoming a thriving,
green, inclusive city.
Consequently, the Financial Plan presents
all goals, accomplishments and future
initiatives using the framework of the
Charter’s eight community themes. It
highlights the importance of the
Sustainability Charter 2.0 as a living
document helping to focus our short and
long-term goals and objectives.
STRATEGIC DIRECTION FOCUSES ON SUSTAINABILITY
13
STRATEGIC FRAMEWORK
City of Surrey | 2022—2026 Financial Plan | Executive Overview
VISION STATEMENT: A THRIVING, GREEN, INCLUSIVE CITY
The Sustainability Charter 2.0 includes a vision statement and encompasses goals,
desired outcomes, strategic directions and indicators presented under eight organizing
themes. The eight community themes and their respective goals are:
INCLUSION
A caring community that encourages a sense of place of belonging and
access to opportunity for all Surrey residents to realize their full potential;
BUILT ENVIRONMENTS AND NEIGHBOURHOODS
A beautiful, accessible and well-connected city of distinct and complete
neighbourhoods that are walkable, engaging and resilient;
PUBLIC SAFETY
A city in which all people live, work, learn and play in a safe and engaging
environment;
ECONOMIC PROSPERITY AND LIVELIHOOD
Continued prosperity and thriving livelihoods and a strong, equitable and
diverse economy;
ECOSYSTEMS
Healthy, protected and well maintained ecosystems and biodiversity;
EDUCATION AND CULTURE
Access to diverse, high quality learning opportunities, and vibrant arts,
heritage and cultural experiences for all Surrey residents;
HEALTH AND WELLNESS
A community in which all residents are healthy, active and connected; and
INFRASTRUCTURE
Effective infrastructure and services that meet the current and future needs
of the city, while protecting the natural environment and supporting urban
growth.
14
STRATEGIC FRAMEWORK
City of Surrey | 2022—2026 Financial Plan | Executive Overview
With the Charter positioned as a high-
level document, more focused plans
provide needed detail for implementing
the broad sustainability vision. Several
key plans have been developed to further
guide our actions. For example, the
Official Community Plan is continuously
updated and is aligned with the
Sustainability Charter, both in its content
and organization around the eight themes
of the Charter.
Together, these plans and strategic
documents guide the City moving forward
and provide high-level policy direction.
City of Surrey Plans and Strategies,
including the Sustainability Charter 2.0,
can be found on our website
(www.surrey.ca).
CORPORATE SUSTAINABILITY
In addition to making progress on
sustainability outcomes at a community
level, the City itself has made great strides
in integrating sustainability into its
corporate decisions, projects and plans.
We embed sustainability into our
corporate operations and demonstrate
this commitment through Surrey Excels
Strategy Maps. We aim to provide
leadership and propose ideas that can be
implemented more widely by residents
and businesses in Surrey.
BUILDING A SUSTAINABLE SURREY
15
STRATEGIC FRAMEWORK
City of Surrey | 2022—2026 Financial Plan | Executive Overview
SUSTAINABILITY—WHAT’S BEEN ACCOMPLISHED
In partnership with a broad range of community stakeholders, the City has made
considerable progress in each of the three pillars of sustainability since the adoption of
the original Charter and now across the eight community themes. Progress has been
shared with the public through our online Sustainability Dashboard, with indicators
tracking progress across the eight sustainability themes using maps, charts, and graphs
to track trends for each indicator. The Dashboard also describes how Surrey is making
headway in meeting its sustainability targets. Indicator trends are reported to Council
on a regular basis.
Here are a few examples of measurable progress made during the past few years:
• Surrey residents have access to more green-ways, park paths and cycling trails;
• More cultural spaces are available within the City;
• Residents have significantly reduced their per capita water consumption;
• Residents are diverting more garbage from the landfill;
• Additional social housing units have been created; and
• Enrolment continues to rise at Surrey’s post-secondary schools.
Progress made on the key performance indicators is shared with the public through our
online Sustainability Dashboard (www.surrey.ca/dashboard) across the eight
sustainability themes using maps, charts, and graphs to track trends for each indicator.
The dashboard is periodically updated as new data becomes available (last update was
completed in 2020). Indicator trends are reported to Council on a regular basis.
SUSTAINABILITY DASHBOARD—KEY PERFORMANCE INDICATORS
The Sustainability Dashboard was updated in 2020. Updates were made for all indicators
where new information has become available, up to and including data from 2020. The
following pages are a summary of the indicators found on the Dashboard that gauge the
progress Surrey is making to move toward its vision of a thriving, green, inclusive city.
Sustainability Dashboard
IN-PROGRESS
16
STRATEGIC FRAMEWORK
City of Surrey | 2022—2026 Financial Plan | Executive Overview
Indicator Performance Indicator Description 2016 2017 2018 2019 2020
Trees Planted by City
(Ecosystems)
Average number of street trees and park trees
planted on public property (five-year average) 4,725 4,403 4,528 4,408 4,372
Green Infrastructure
Network (Ecosystems)
Number of acres in the Green Infrastructure
Network (“GIN”) that are protected 5,036 5,071 5,076 5,215 N/A
Online Registrations
for City Programs
(Health and Wellness)
Percentage of Parks, Recreation and Culture
management system program registrations
initiated online
35% 38% 43% 51% 55%
City Volunteers
(Inclusion)
Number of individuals who volunteered with the
RCMP, Fire Services, Surrey Libraries, Surrey
Animal Resource Centre, and Parks, Recreation
and Culture Department
3,516 11,012 10,109 13,008 3,948
Availability of
Employment
(Economic Prosperity
and Livelihood)
Number of jobs per resident worker 0.68:1 0.74:1 0.75:1 0.76:1 0.73:1
City Tax Base
(Economic Prosperity
and Livelihood)
Proportion of the City’s tax base derived from
residential, business, industrial, and other sources
70.0%
Res.,
30.0%
Com./Ind.
65.1%
Res.,
34.9%
Com./Ind.
70.2%
Res.,
29.8%
Com./Ind.
71.0%
Res.,
29.0%
Com./Ind.
74.5%
Res.
25.5%
Com/Ind
Businesses by Sector
(Economic Prosperity
and Livelihood)
Number of business licenses in all sectors 17,041 17,201 18,086 18,572 18,720
Protected Heritage
Sites (Education &
Culture)
Number of protected natural and human built
heritage sites that are recognized in the City’s
Heritage Register
67 68 69 69 72
Arts and Culture
Groups (Education &
Culture)
Number of arts and culture groups registered with
the Surrey Arts Council and Semiahmoo Arts
Council
88 95 98 104 109
City Cultural Grants
(Education & Culture)
Number of grants issued by the City through the
Cultural Grants program 66 75 96 102 84
Community
Greenhouse Gas
(“GHG”) Emissions
(Infrastructure)
Community-wide greenhouse gas (GHG)
emissions (t CO2e) 2,359,175 2,512,739 2,492,125 2,331,227 2,304,879
Corporate Greenhouse
Gas (GHG) Emissions
(Infrastructure)
Total corporate greenhouse gas (GHG) emissions,
for buildings and fleet (both municipal and
contracted) (t CO2e)
18,714 20,221 19,190 18,343 18,519
Residential Water
Consumption
(Infrastructure)
Average residential water consumption, per
capita (L/day) 300 293 277 272 243
Community Waste
Diversion
(Infrastructure)
Percentage of household waste diverted from the
landfill 71% 72% 70% 70% 69%
Crime Rate/Crime
Severity Index
(Public Safety)
An index of annual crime rates, and weighted
police-reported incidents according to the
seriousness of the offense. The base index is 100
for Canada in 2006
110.8 98.1 91.8 103.7 95.7
Residential Break and
Enter (Public Safety)
Number of residential break and enter
incidents reported to or discovered by
police per 100,000 population 440 300 238 201 152
Proximity of Homes to
Amenities
(Built Environments and
Neighbourhoods)
Percentage of households within walking distance
(500m) of various amenities 23% 23% 22% 22% 23%
Performance Indicators under the Eight Community Themes
17
FINANCIAL PLANNING PROCESS
City of Surrey | 2022—2026 Financial Plan | Executive Overview
Financial planning gives departments the opportunity to examine priorities, assess
objectives, and re-direct resources to accomplish goals. Although the Financial Plan is
typically presented to the Finance Committee at the end of November and adopted by
Council before the end of December, as it must be adopted before May 15th as required
under the Community Charter [Section 165(1) and 197(1)], the planning process actually
begins many months before.
FINANCIAL PLAN TIMELINES
The following timetable outlines the process behind the 2022 - 2026 Financial Plan:
• Identify and review of the impact of the prior-year
financial plan on the current year; and
• Publish guidelines for the preparation of
departmental plan submissions.
• Prepare departmental financial plans;
• Departments submit operating and capital issue
papers; and
• Preliminary ranking of capital projects.
• Prepare preliminary Financial Plan; and
• Prepare Long-Term Capital Plan.
• Present preliminary plan to Finance Committee for
further direction (December 22)
• Present the 2022 - 2026 Financial Plan to Council
(December 22); and
• Receive final reading for the 2022 - 2026 Financial
Plan Fees, Rates and Budget Bylaws (December 24).
AMENDMENT TO THE FINANCIAL PLAN AFTER THE FINAL ADOPTION
In rare instances, Financial Plan appropriations may be amended after Council has
adopted the Plan, in accordance to the Community Charter. Any changes made after the
Financial Plan Bylaw has been adopted require a Financial Plan Revision Bylaw.
Changes are tracked during the year and new spending is temporarily funded through
contingencies. At the end of the year, if overall spending has exceeded the adopted total
budget, Council adopts a revised Financial Plan Bylaw to incorporate these changes.
Jun 2021
Jul—Aug 2021
Sept—Oct 2021
Nov— Dec 2021
18
FINANCIAL PLANNING PROCESS
City of Surrey | 2022—2026 Financial Plan | Executive Overview
As with the financial statements, the City
uses an accrual basis for budgeting that
reports income when earned and
expenses when incurred, matching
income with their related expenses.
In addition, the budget has been prepared
based on the Provincial Legislation
(“Community Charter”) which differs
from the City’s audited financial
statements that are prepared under Public
Sector Accounting Board (“PSAB”)
guidelines for financial statement
presentation.
Those differences include:
• The Financial Plan includes all
transfers to/from reserves accounts
and transfers between other funds
and authorities, which differs from the
financial statements where transfers
to/from reserves are recorded to
accumulated surplus; and
• The treatment of capital expenditures,
which differ from the financial
statements where capital expenditures
are capitalized as assets.
Other Financial Planning policies include:
• The Consolidated Financial Plan
includes all components and
represents all revenues and
expenditures that the City intends to
make for the period; and
• Appropriated surplus monies
potentially available for appropriation
by individual departments are
included in the respective
departmental financial plans.
Appropriated surplus funds that are
not retained by individual
departments are recorded separately.
FINANCIAL PLANNING PRINCIPLES
This Financial Plan has been prepared
using the Principles of Municipal
Governance as outlined in the Community
Charter, Part 1. The rationale for
incorporating a set of principles into a
decision-making process of public office is
twofold. First, principles provide structure
and commonality in situations where the
interests and objectives may differ.
Second, explicit reference to principles
makes the decision process more
comprehensible, which in turn fosters a
greater degree of public confidence.
The City has developed a set of principles
to guide the financial planning process and
the preparation of operating and capital
plans. Individually, each principle
represents an objective, which is deemed
to have positive consequences for the City
over the long-term. Collectively, these
principles provide a reference for aligning
financial planning objectives with other
City objectives, thereby helping to preserve
the ongoing financial health of the City.
These principles are of two types: those
related to both the Capital and the
Operating Financial Plan and those specific
to the Operating Financial Plan.
BASIS OF BUDGETING AND FINANCIAL PLANNING POLICIES
19
FINANCIAL PLANNING PROCESS
City of Surrey | 2022—2026 Financial Plan | Executive Overview
Reflect the goals of corporate and
departmental strategic plans.
The departmental strategic and financial
plans should include capital projects and
operating programs which are consistent
with Council-approved strategic plans.
Balance citizens' service expectations
with their ability and willingness to pay.
The departmental strategic and financial
plans should include capital projects and
operating programs which balance the
expectations of citizens for services with
their ability and willingness to pay for
those services.
Provide funding for ongoing
maintenance and asset replacement.
The departmental strategic and financial
plans should incorporate into the cost of
capital projects, the costs associated with
ongoing maintenance and replacement of
investments in facilities, equipment and
infrastructure.
Encourage cost-effective service
delivery.
The departmental strategic and financial
plans should support capital projects and
operating programs which deliver cost-
effective services through
entrepreneurship, creativity, and
innovation.
Target total debt service charges to
below five percent of expenditures.
The departmental strategic and financial
plans should strive to keep the annual
cost of total debt servicing below five
percent of the City’s annual expenditures.
Strive to finance capital projects on a
‘pay-as-you-go’ basis.
The departmental strategic and financial
plans should ensure that capital projects
be financed on a “pay-as-you-go” basis
first with debt financing utilized only
when necessary.
Charge new development the
appropriate share of new infrastructure
costs.
The strategic and financial plans for new
capital infrastructure should be financed
through development cost charges by an
appropriate proportion of the cost of the
new development, as determined by
Council Policy.
PRINCIPLES FOR BOTH CAPITAL & OPERATING FINANCIAL PLANNING
Crescent Beach
20
FINANCIAL PLANNING PROCESS
City of Surrey | 2022—2026 Financial Plan | Executive Overview
Ensure that current revenues support
current programs.
The Financial Plan should provide for
current programs to be funded from
current revenues with reserves used only
as a temporary balancing measure. Any
usage of reserves should subsequently be
budgeted to be replenished.
Reward cost-effective innovations.
The Financial Plan should reward cost-
saving initiatives through a "save and
invest" philosophy rather than a “spend it
or lose it” approach. This philosophy
allows City departments to reinvest their
savings from innovation.
Maintain appropriate level of reserves
as determined by Council.
The Financial Plan should allocate an
appropriate level of funds to reserves in
order to maintain services throughout
economic cycles. Specifically, the
Financial Plan should:
• Provide adequate funding for
unforeseen costs and revenue
reductions;
• Provide bridge financing for capital
projects; and
• Allow the City to take advantage of
market opportunities.
PRINCIPLES SPECIFIC TO OPERATING FINANCIAL PLANNING
INFLATIONARY INCREASES USED FOR FINANCIAL PLANNING
Departments have been provided with the following additional inflationary increase, as
provided by City vendors or estimated by City staff:
2022 2023 2024 2025 2026
Greater Vancouver Regional District
Water Fund 4.1% 6.1% 10.7% 11.7% 11.5%
Sewer Fund 6.9% 19.3% 17.6% 18.4% 30.1%
Electricity vendors
General and Utility Funds 1.5% 2.0% 2.0% 2.0% 2.0%
Natural Gas vendors
General and Utility Funds 2.0% 20.0% 2.0% 2.0% 2.0%
21
SURREY’S HISTORY
City of Surrey | 2022—2026 Financial Plan | Community Profile
The City of Surrey is the
second-largest city, by
population, in British
Columbia. It is located in
the Metro Vancouver
regional district at the
crossroads of the Pacific
Rim, and just north of
Washington State, USA.
Surrey’s population
grows every year and
has a rich ethnic
diversity, which
flourishes in this vibrant
community.
Visitors and residents
alike, enjoy Surrey’s
natural beauty of green forests, tranquil rivers and spectacular parks. With its
agricultural heritage and economic growth, the City of Surrey is proud to declare its
vision of “a thriving, green, inclusive city” and proclaim “the future lives here”.
SURREY FACTS
Size - The third-largest city by area in the
province, Surrey is approximately 317 km2,
an area almost equal to that of Vancouver,
Richmond and Burnaby combined
(344 km2).
Land Use - Surrey's land use is
approximately 49% residential, 36%
agricultural/conservation, and
approximately 14% commercial/industrial
which also includes areas of mixed
employment. The remaining 1% includes
Surrey's Town Centres and Central
Business District in Surrey’s City Centre.
PlanSurrey 2013: The Official Community
Plan is intended to guide the development
of the City’s land use over the next 30
years. As such, this plan is updated
frequently to respond to both current
conditions and emerging trends. It builds
on the Town Centre designation to support
the development of each of Surrey's Town
Centres outside of the City Centre as the
primary commercial, institutional and civic
hearts of their communities.
Population - Surrey is also one of the
fastest growing major cities in Canada,
with growth averaging over 8,264 people
per year for the past five years. A large
proportion of this growth is due to
immigration. The current population is
estimated to be 591,700.
Business - Surrey City Council’s “open for
business” attitude is attracting
international attention. Over 22,500
businesses are based in Surrey, and
almost 2,600 new business licenses were
issued in 2021. Investors are taking
advantage of Surrey’s diverse economy,
skilled labour force and excellent regional
and international distribution links.
24
SURREY’S HISTORY
City of Surrey | 2022—2026 Financial Plan | Community Profile
Communities - Surrey has six main communities. The City invests in each of our
community centres to offer residents improved access to recreation and fitness,
transportation, police services and green spaces, making each community a vital part of
a truly livable, modern city.
• North Surrey (combining Whalley and City Centre), a thriving urban centre, home to
Simon Fraser University (“SFU”) Surrey, Kwantlen Polytechnic University (“KPU”)
satellite campus, major shopping and recreational facilities, Surrey Memorial
Hospital, and destination parks including Green Timbers Urban Forest, Bear Creek
Park and Holland Park and cultural destinations including Urban-Screen at the Chuck
Bailey Recreation Centre, the Civic Theatres at the Surrey Arts Centre, Centre Stage
performance venue in City Hall and the Surrey Arts Gallery.
• Guildford, featuring quick access to
the freeway, along with excellent
shopping facilities and recreational
opportunities including the
multi-purpose facility Guildford
Recreation Centre, which includes an
indoor pool.
• Fleetwood, with amenities for all
ages, from seniors programs and
libraries to skateboard parks;
Fleetwood is also home to the Surrey
Sport and Leisure Complex with an
indoor pool and three ice rinks.
• Newton, is home to KPU and a
growing shopping district with a
variety of recreational and cultural
facilities, such as the Newton Seniors
Centre, the Newton Wave Pool,
Newton Arena, the Newton Cultural
Centre and the Bell Centre for
Performing Arts.
• Cloverdale, home to a KPU satellite
campus, a variety of recreational facilities, the Surrey Museum and Surrey Archives,
unique heritage buildings and a quaint ’Main Street’. Cloverdale, a mix of historic
and newer neighbourhoods, also plays host to one of the longest running rodeos in
Canada and will be home to the new Clayton Community Centre, the City’s first
Passive House facility, integrating arts, library, recreation, and outdoor spaces.
• South Surrey, home to the historic resort community of Crescent Beach and
treasured natural features abound, the Serpentine Nature Reserve and Sunnyside
Acres Urban Forest. The area also hosts premier recreational facilities including the
Grandview Heights Aquatic Centre and Softball City as well as residential areas,
such as Morgan Creek and Grandview Heights. South Surrey also offers convenient
connections to the United States from the Peace Arch and Pacific Border Crossings.
25
SURREY’S HISTORY
City of Surrey | 2022—2026 Financial Plan | Community Profile
1879 Surrey incorporated as a district
municipality consisting of 35 property
owners
1881 First Town Hall built at Surrey Centre
1904 Fraser River Railway Bridge from
Brownsville to New Westminster opened
1937 Patullo Bridge opened
1940 King George Boulevard (Highway) officially
opened
1948 Surrey Parks Commission established
1962 New Municipal Hall constructed at
Highway 10 and 142 Street
1964 Port Mann Bridge opened
1990 The SkyTrain Expo Line expands from New
Westminster to Surrey
1993 Surrey celebrated becoming a City
2001 Surrey became the 11th largest City in
Canada and Surrey RCMP celebrated 50
years of service to the City
2005 Surrey citizens elected its first female
Mayor and its first Indo-Canadian
Councillor
2009 Surrey adopted a new corporate image
with a new logo—“the future lives here”
2010 Surrey served as an official venue for the
2010 Winter Olympics
2011 First major Canadian City to host an electric
vehicle charging station at City Hall
SURREY HISTORY IN BRIEF
1881—First town hall built
1940—King George Highway opens
1990—SkyTrain expands to Surrey
2014—New City Hall opens its doors
26
SURREY’S HISTORY
City of Surrey | 2022—2026 Financial Plan | Community Profile
2012 RCMP “E” Division headquarters was
relocated to the Green Timbers facility
2014 The new Surrey City Hall officially opened
its doors
2015 The world class FINA-certified Guildford
Aquatic Centre opens to the public
2016 Grandview Heights Aquatic Centre, the
second FINA-certified aquatic facility,
opens to the public
2017 South Surrey Operations Centre completed
construction on time and opened their
doors November 2017
2018 The Surrey Biofuel Facility, North
America’s first closed-loop waste-to-energy
system Biofuel Facility, opened its doors in
the Spring
Museum of Surrey expansion, a
community driven cultural facility with ever
changing exhibits, programs and special
events that reflect innovation and creativity
of Surrey residents, opened September
2018
2019 The West Village Energy Centre and Park
opened up in June 2019
The North Surrey Sport & Ice Complex was
completed
2020 The City received Provincial approval to
form the Surrey Police Service, established
the Surrey Police Board and hired its first
Chief Constable.
2021 Clayton Community Centre opened to the
public in October 2021 and is the first
community centre in North America to be
Passive House Certified, using up to 90%
less energy than comparable buildings.
2016— Grandview Heights opens
2018—Museum of Surrey expansion
opens September 2018
2019—North Surrey Sport & Ice
Complex opens
2021—Opening of Clayton
Community Center
27
SURREY’S HISTORY
City of Surrey | 2022—2026 Financial Plan | Community Profile
CITY SERVICES
In 2021, the City of Surrey collected $518 million in taxation revenue, for both general
and utilities operating. These funds are used to support City services such as:
• 15 fire halls and 394 fire fighters, of
which 20 are paid-on-call volunteers;
• Policing services, during transition, are
delivered by Surrey RCMP with
support from SPS. Policing services
are headquartered on Highway 10
along with five community policing
stations; • 10 library branches, including the main
branch located at Surrey City Centre
Library;
• Four professional cultural institutions
including the Museum of Surrey and
its interactive kids gallery, textile
studio, and cultural events; the Surrey
Art Gallery with visual arts studios,
Tech-Lab, digital media gallery and the
City’s permanent art collection; and
the Civic Archives provides access to
local government records and
community collections including
extensive photographic records; and
the Historic Stewart Farm is a BC
historic site and its 8 designated
heritage buildings that support a range
of year-round programming;
• 14 community recreation centres that
include gymnasiums, fitness and
multi-purpose rooms; one nature
centre; five indoor pools and eight
outdoor pools; five ice arenas
providing nine sheets of ice; eight
skate parks including two covered
youth parks and two parkour parks; 10
drop-in youth lounges, one seniors
centre and seniors programming in all
community recreation centres;
• Surrey Civic Theatres include the Main
Stage (402 seats) and Studio Theatre
(130 seats) at the Surrey Arts Centre
along with the Centre Stage venue
(200 seats) at City Hall;
• Over 100 public art installations are
distributed across Surrey in civic
facilities and parks;
• Three community arts facilities
including Newton Cultural Centre,
which houses the Arts Council of
Surrey; the Parkway Studios which
houses the Royal Canadian Theatre
Company; and South Surrey
Recreation and Arts Centre which
houses the Semiahmoo Arts Council;
• Develop and maintain 7,510 acres of
City owned parkland (excludes Metro
Vancouver Regional Parks within City
boundaries) including 195 full size
grass athletic fields, 15 full size
synthetic turf fields, three track and
field complexes, 43 game courts, 8
skate parks, 328 kilometres of trails
and paths and 2 large urban forest
parks;
• Improvements to the various
transportation routes within the City
including road widening, median
beautification, construction of
pedestrian/cycling overpasses and
large scale transportation projects;
• Many water, sewer, drainage, and
dyking improvements and upgrades;
and
• Transforming Surrey from a suburban
community to a thriving urban
environment with national and
international opportunities for
business and tourism.
28
POPULATION AND GROWTH STATISTICS
City of Surrey | 2022—2026 Financial Plan | Community Profile
Surrey is one of the fastest growing major cities in Canada, with growth averaging over
8,264 people per year for the past five years. A large proportion of this growth is due to
immigration.
Surrey's total population, as of December 2021, is estimated to be 591,702 residents.
This estimate is provided by Surrey’s Planning & Development department and is based
on the City's residential building inventory, created using a combination of data sources
that include:
• BC Assessment Authority data;
• Surrey Building Permit information;
• Surrey secondary suite data;
• The latest GIS Orthophoto imagery; and
• Surrey GIS Cadastre (lot and address) information.
The City's estimates are calibrated to the Census of Canada (including the estimated
Census undercount) every five years as this data is released.
The chart below illustrates existing and projected total City population for the years 2017
through 2026. Over the last five years, Surrey's population grew by 41,320 residents,
representing an average annual growth rate of 1.50%. Further population growth of
approximately 54,867 residents is projected for the five years between 2022 and 2026,
for an estimated 2026 population of 658,841. This estimate represents an average annual
growth rate of approximately 1.82% over the next five years.
Population for 2022 - 2026 is projected
Source: City of Surrey Planning & Development Department
550,381
558,280
572,199
580,040
591,702
603,974
617,293
630,955
644,835
658,841
400,000
450,000
500,000
550,000
600,000
650,000
700,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Popu
latio
n
Year
Total Population in Surrey (2017-2026)
30
POPULATION AND GROWTH STATISTICS
City of Surrey | 2022—2026 Financial Plan | Community Profile
The following illustrates the
distribution of the City
population within each of our
six communities. Over the last
five years both North and
South Surrey’s growth rate
have been the two highest at
3.16% and 2.23%, respectively.
In the next five years, it is
expected that the average
annual growth rate in North
Surrey (4.12%) will continue to
be the highest in the City, due
to the increasing density in
North Surrey’s City Centre area.
Surrey’s population at the end of 2021 comprised approximately 21.79% of the
population of Metro Vancouver. Over the next five years, Surrey’s share of regional
population growth is expected to comprise of approximately 31.64% of total growth.
Based on Statistics Canada’s 2021 census for percentage growth from 2016 to 2021,
Surrey ranked as one of the top municipalities in Canada, having grown by 9.7%
between 2016 and 2021. This compares to the provincial average of 7.6% and the
national average of 5.2%.
Numbers for 2022 - 2026 are projected
Source: City of Surrey Planning & Development Department
Source: Statistics Canada 2016 Census Profile
0
2
4
6
8
10
12
Surrey (City) Vancouver Metro Vancouver British Columbia Canada
Pe
rce
nt
Ch
an
ge
(%
)
Regions
Population change (in percentage) for Surrey and higher level
geographies, 2016-2021
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026To
tal P
opul
atio
n
Year
Total Population in Surrey by Community (2017 to 2026)
Fleetwood Guildford Cloverdale South Surrey North Surrey Newton
31
POPULATION AND GROWTH STATISTICS
City of Surrey | 2022—2026 Financial Plan | Community Profile
Surrey’s actual and projected
annual population growth rate for
each of the years from 2017 to
2026 is shown in the figure to the
right. While some annual
fluctuation is likely, it is expected
that Surrey’s population growth
rate will average 2.17% per year
over the next five years. Surrey’s
share of growth in the region in the
next five years is projected to be
approximately 22.4%, making it one of the
fastest growing municipalities in Metro Vancouver.
City of Surrey’s Community Planning along with the Marketing and Communications
teams have created community profiles for the city. These profiles provide a graphic
snapshot of Surrey and are based on the source data available. Each demographic chart
below is sourced from the Surrey City Profile.
Population by Family Size
Surrey has a strong family based population. 35% of Surrey families consisted of four or
more people, compared with 29% in Metro Vancouver.
Source: City of Surrey Planning & Development Department
Population by Age Group
Surrey has a very young population with a
noticeable difference when compared to
Metro Vancouver in the 0-19 age group.
Top 4 Ethnic Groups
Surrey is rich in diversity with several
different ethnic groups living in the city.
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Annu
al G
row
th R
ate
Year
Surrey Population Annual Growth Rate (2017-2026)
Projected
32
BUSINESS AND INDUSTRY
City of Surrey | 2022—2026 Financial Plan | Community Profile
Surrey is home to various large and medium sized companies and organizations. The
chart below reflects self-reported numbers by the listed organizations. These numbers
depict only the employees who are employed at the Surrey locations of the companies
or organizations and are updated every two years.
Current total employment in Surrey, as of December 2021, is estimated to be 209,149
jobs. The graph below illustrates existing and projected total employment for the years
2017 through 2026. Over the last five years 6,699 jobs have been added in Surrey,
representing an average annual growth rate of 0.66%, this is less than the rate of
population growth of 1.50% over this same period. Further employment growth of
approximately 6,333 jobs is projected for the next five years, for an estimated 216,805
jobs.
Source: City of Surrey Economic Development Division
Numbers for 2022—2026 are projected
Source: City of Surrey Planning & Development Department
0 2,000 4,000 6,000 8,000 10,000 12,000 14,000
Surrey School District #36
Fraser Health Authority
City of Surrey
RCMP E-Division HQ
ICBC
Coast Capital
Sunrise Farms
Coast Mountain Bus
Teal Jones Group
Kwantlen University College
Number of Employees
Top 10 Employers in Surrey in 2020
0
50,000
100,000
150,000
200,000
250,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Empl
oym
ent
Year
Existing and Projected Total Employment in Surrey
Industrial Commercial Institutional
33
BUSINESS AND INDUSTRY
City of Surrey | 2022—2026 Financial Plan | Community Profile
MAJOR INDUSTRIAL AREAS
Surrey’s industrial areas offer a strategic location with access to Metro Vancouver, the
United States, and Asia-Pacific markets. Six major highways, three railways, the Fraser
Surrey Docks deep-water port, and SkyTrain rapid transit, provide efficient movement of
goods and people.
The $3.1 billion Federal, Provincial and Regional investment planned for the introduction
of SkyTrain along Fraser Highway from the current King George Skytrain Station to
Langley will provide many new opportunities for redevelopment of existing properties to
higher density mixed use sites.
Port Kells
Port Kells is a well-
established industrial area
and home to just under 500
businesses. Highway 15
provides a direct connection
to the US border and is
adjacent to Highway 1, a
major east/west trucking
route. The South Fraser
Perimeter Road also runs
through this area improving
access to the Fraser Surrey
Docks, the Delta Port,
Highway 1, TransLink's
Golden Ears Bridge and other
major industrial parks in
Metro Vancouver.
Newton
Industrial areas in Newton
have excellent access to
major transportation
corridors: Scott Road, King
George Boulevard, and
Highway 10. The area is well
served by the Southern
Railway and the Fraser
Surrey Docks, a deep-water
port located within a 20
minute drive. Newton is
home to over 6,320 businesses.
Bridgeview/South Westminster
The Fraser Surrey Docks, part of Port Metro Vancouver, is located in South Westminster.
34
BUSINESS AND INDUSTRY
City of Surrey | 2022—2026 Financial Plan | Community Profile
The area is also served by rail and located on the SkyTrain rapid transit system at Scott
Road Station. The area is undergoing significant change with the newly constructed
North Surrey Sport & Ice Complex and accompanying developments around Scott Road
Station.
Cloverdale
Approximately 2,177 businesses operate in Cloverdale. This includes operations in three
separate industrial areas in Cloverdale: Cloverdale North, Cloverdale East, and
Cloverdale South. The areas have excellent access to major east/west trucking routes,
Highway 10 and Highway 1, as well as south to the Pacific Highway border crossing to
the US via Highway 15 (176 Street). Rail-served sites are available in East Cloverdale.
Highway 99 Corridor
This prominent gateway has experienced significant commercial and residential
development over the past six years. Zoning along Highway 99 encourages a variety of
uses including industrial, business park, commercial and tourism.
Campbell Heights
The Campbell Heights Business Park
is a 1,900 acre high-end business
park that is located within 20 minutes
of the Pacific Highway border
crossing to the US. Major east/west
trucking routes are accessible via 16
and 32 Avenues. Campbell Heights
has over 10 million square feet of
total business space. A majority of
which is industrial zones accounting
for just over 94% of the total. The
business park is home to over 500
businesses and is quickly growing
due to its ideal location and
inventory of rare industrial lands.
Rosemary Heights
Rosemary Heights benefits from excellent exposure along Highway 99 and will benefit
from substantial development along the Highway 99 Corridor to the south. Highway 99
provides access to Vancouver International Airport in 35 minutes and to the Peace Arch
border crossing, to the United States, in 15 minutes.
Douglas
This developing area is located adjacent to the Pacific Highway border crossing, the
second busiest commercial border crossing in Canada. This border crossing had
approximately six million individuals travelling annually, prior to current pandemic
related travel restrictions. Several transportation and warehousing companies are
located in the area, as well as the Canada Border Services Agency.
Campbell Heights
35
BUSINESS AND INDUSTRY
City of Surrey | 2022—2026 Financial Plan | Community Profile
Source: City of Surrey Investment & Intergovernmental Relations Department
Source: City of Surrey Investment & Intergovernmental Relations Department
2017 2018 2019 2020 2021
Home Based 1,938 1,933 1,911 2,139 2,068
Commercial/Industrial 704 746 659 524 572
0
500
1,000
1,500
2,000
2,500N
um
be
r o
f N
ew
Bu
sin
ess
es
Year
New Businesses to Surrey 2017 - 2021
Note: Excludes non-resident businesses.
City Centre
8%
Cloverdale
12%
Fleetwood
9%
Guildford
12%
Newton
33%
South Surrey
16%
Whalley
10%
Distribution of Businesses by Community 2021
Note: Excludes non-resident
businesses.
36
BUSINESS AND INDUSTRY
City of Surrey | 2022—2026 Financial Plan | Community Profile
Source: City of Surrey Investment & Intergovernmental Relations Department
Source: City of Surrey Investment & Intergovernmental Relations Department
Construction25%
Manufacturers5%
Transportation5%
Wholesale & distribution4%
Retail10%Finance, Insurance & real
estate4%
Professional, scientific & technical services
13%
Other services24%
Education2%
Health7%
Cultural Business1%
Distribution of Businesses by Sector 2021
Note: Excludes non-resident
businesses.
2017 2018 2019 2020 2021
Home Based 1,938 1,933 1,911 2,139 2,068
Commercial/Industrial 704 746 659 524 572
0
500
1,000
1,500
2,000
2,500
Nu
mb
er
of
Ne
w B
usin
esse
s
Year
New Businesses to Surrey 2017 - 2021
Note: Excludes non-resident businesses.
37
TAXES, UTILITIES AND ASSESSMENTS
City of Surrey | 2022—2026 Financial Plan | Community Profile
TAXES
The Property & Payment Services section generates property tax notices using the
current tax rates approved by Council and the assessed market values provided by BC
Assessment. Tax rates are set based on property class as prescribed by Provincial
legislation. These tax rates are then applied to the assessed property values provided by
BC Assessment to arrive at the property tax levy amount for each property in the City.
The section is also responsible for collecting taxes for other authorities such as the
Metro Vancouver Regional District, the Municipal Finance Authority, BC Assessment, the
BC Ministry of Finance (School Tax), and TransLink. Each taxing authority within the
region sets its own tax rates, which are then also applied to the assessed property value.
The 2021 total tax rates, inclusive of all taxing authorities, (per $1,000 of assessed value)
for the most common property classes are as follows:
• Residential $ 3.42
• Business $10.08
• Light Industrial $ 8.76
Note: 2022 tax rates will be available in May 2022.
Surrey property taxes are due on July 2nd each year. If July 2nd falls on a weekend or
Statutory holiday, then the due date would be on the next business day. Late payments
are subject to a 5% penalty if not paid by July 2nd and a further 5% penalty if not paid by
September 2nd.
Property & Payment Services
City of Surrey
13450 104th Avenue
Surrey, BC V3T 1V8
604-591-4181
UTILITIES
Utility charges for water and sewer are billed on a utility bill, separate from utility
charges for waste collection, which are also generated and billed on the property tax
notice. Starting in
1998, the City
introduced water
metering to all newly
constructed residential
and commercial
properties. Through a
voluntary metering
program, previously
built residential
properties were able
to have meters Surrey Biofuel Facility, City of Surrey
38
TAXES, UTILITIES AND ASSESSMENTS
City of Surrey | 2022—2026 Financial Plan | Community Profile
Surrey’s utilities have several different categories of users and each category has a
separate rate schedule. The rates listed below are for Single Family Dwellings
(“SFD”):
2022 WATER RATES
The current metered water rate is $1.1863
per cubic metre; a SFD with an average
yearly consumption of 360 cubic metres,
for instance, would pay $493 (this includes
the annual meter base charge of $66). A
SFD subject to the annual flat rate billing
would pay $1,015 per year for the same
water service. Under the flat rate program,
each secondary suite located within the
structure of a SFD is subject to an
additional $392 per year for water service.
2022 WASTE COLLECTION RATES
Residential refuse collection is provided
by the City for properties within collection
areas at a cost of $316 per year for a
SFD. The service is billed on the annual
property tax assessment, due July 2nd.
Residential properties located outside
local collection areas and all commercial
and industrial users, must arrange for
their own collection services through
private contractors. Each secondary suite
located within a SFD is subject to an
additional $157 per year for refuse
collection.
2022 SEWER RATES
Metered sewer charges are
billed based on 82% of the total quantity
of water as measured by the water meter
with the current rate at $1.4482 per cubic
metre. A SFD with a yearly water
consumption of 360 cubic metres, for
instance, would pay $428. A SFD subject
to the annual flat rate billing would pay
$950 per year for sewer service. Under the
flat rate secondary suite program, each
suite located within the SFD unit would be
subject to an additional $580 per year for
sewer service.
2022 DRAINAGE RATES
All properties are subject to the Drainage
Parcel Tax. The current rate is $236 for
residential properties.
Metered utility accounts are billed every
four months (three times a year) and are
based on a meter consumption and a base
charge. Payments are due by the 2nd of
the following month and late payments
are subject to a 5% penalty.
Annual flat rate utility accounts are billed
in late February and are due by April 2nd
of each year. Late payments are subject to
a 5% penalty if not paid by April 2nd and a
further 5% penalty if not paid by July 2nd.
installed on request. This has resulted in the majority of single family homes now
having metered water and most commercial and industrial properties being metered.
Currently, there are over 72,000 water meters installed throughout the City. This is a
giant step towards a full “user pay” system.
Water and sewer utilities for residential properties are classified in two billing
categories, metered and annual.
39
EDUCATIONAL SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
The following educational services are provided by separate entities that are not part of
the City of Surrey. However, the City works closely with each organization to provide
these essential services to Surrey residents.
SURREY PUBLIC SCHOOLS
The Surrey school district was formed in 1906. It has the largest student enrollment in
British Columbia. Surrey Schools is governed by an elected board of seven trustees
representing the cities of Surrey, White Rock and the rural area of Barnston Island.
As of September 2021, the Surrey School District has over 74,760 students. As the
largest district in BC, the Surrey School District has 103 elementary schools, 21
secondary schools, five learning centres, three adult education centres, a distributed
(online) learning program and a variety of satellite and inter-agency programs serving a
wide range of specific student needs.
School populations in September 2021 ranged from:
• 82—745 students in elementary schools; and
• 1,142—1,739 students in secondary schools.
School District No. 36 (Surrey)
14033 - 92nd Avenue
Surrey, BC V3V OB7
604-596-7733
www.surreyschools.ca
*Numbers for 2022- 2026 are projected
Source: Surrey School District No. 36
71,000
72,526
73,948 74,26374,760
76,070 76,35676,848 76,889 76,573
50,000
55,000
60,000
65,000
70,000
75,000
80,000
85,000
2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
# o
f S
tud
en
ts
Year
School District #36 Annual Enrolment
40
EDUCATIONAL SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
POST SECONDARY EDUCATION
Surrey is home to various post-secondary institutions including universities, polytechnic
institutions, and trades and technology training facilities.
The following universities are easily accessed by Surrey residents via transit or by
vehicle:
Kwantlen Polytechnic University
Maintains two of its four campuses in
Surrey. The additional campuses, easily
accessed via transit or vehicle, are located
in Langley and Richmond.
Surrey Campus
12666 - 72nd Avenue
Surrey, BC V3W 2M8
604-599-2000
www.kwantlen.bc.ca
Cloverdale Campus
5500 - 180th Street
Surrey, BC V3S 4K5
604-599-2000
www.kwantlen.bc.ca
Kwantlen Polytechnic University (cont’d)
Civic Plaza Campus
13485 Central Avenue
Surrey, BC V3T 0L8
604-526-2116
www.kwantlen.bc.ca
Simon Fraser University (“SFU”)
Maintains one of its three campuses in
Surrey.
Surrey Campus
#250, 13450 - 102nd Avenue
Surrey, BC V3T 0A3
778-782-7400
www.sfu.ca
University of British Columbia – Point
Grey
2329 West Mall
Vancouver, BC V6T 1Z4
604-822-2211
www.ubc.ca
(Additional campuses located at Robson
Square and Great Northern Way)
Trinity Western University
7600 Glover Road
Langley, BC V2Y 1Y1
604-888-7511
www.twu.ca
Simon Fraser University – Burnaby
Mountain Campus
8888 University Drive
Burnaby, BC V5A 1S6
778-782-3111
www.sfu.ca
(Additional campus located in Downtown
Vancouver)
British Columbia Institute of Technology
3700 Willingdon Avenue
Burnaby, BC V5G 3H2
604-434-5734
www.bcit.ca
(BCIT has five main campuses and 9
satellite campuses)
41
HEALTH AND SAFETY SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
The following health and safety services are provided by separate entities that are not
part of the City of Surrey. However, the City works closely with each organization to
provide these essential services to Surrey residents.
HOSPITALS
Peace Arch Hospital
Peace Arch Hospital, located in White Rock, has 171 acute care beds and 262 long
term care beds to serve the health care needs of White Rock and South Surrey
residents.
Surrey Memorial Hospital
As a regional hospital for Fraser Health, as
well as the home hospital for one of BC’s
fastest growing communities, Surrey
Memorial Hospital (“SMH”) is the second
largest hospital in the province with 634
acute care beds. It is the province's busiest
Emergency Department, often seeing
volumes just under 500 patients per day.
SMH provides specialized care to people
from across Fraser Health, not only to the
residents of Surrey.
It is the largest of three regional hospitals
in Fraser Health’s integrated network of
care, providing primary, secondary and
tertiary services, including 24/7 emergency,
cardiac and critical care. It also provides
levels one, two and three obstetrics (39
beds) and neonatal intensive care (36
beds). SMH provides care to adolescent
and adult psychiatry and substance use
services. With 10 operating rooms, SMH
completes several specialized complex
surgeries, including oncology, thoracic,
orthopedics and much more.
13750 - 96th Avenue
Surrey, BC V3V 1Z2
604-581-2211 (non-emergency)
www.fraserhealth.ca
Jim Pattison Outpatient Care & Surgery
Centre
The Jim Pattison Outpatient Care and
Surgery Centre, opened in June 2011, is
the first facility of this kind in British
Columbia. It serves the community of
Surrey and also contributes to Fraser
Health’s network of care by providing
some outpatient specialty services to
people from across the region. It brings
together more than 50 services and
programs, including day surgery,
chronic disease management, specialist
visits, diagnostic tests, breast health
clinic, HIV/AIDS/Hep C clinic, primary
care clinics, heart health, diabetes clinic,
neurology clinic, internal medicine,
maternity services, pain clinic, medical
day care, and other clinics and services
that commonly take place in a hospital
setting.
9750 -140th Street
Surrey, BC V3T 0G9
604-582-4550
www.fraserhealth.ca
42
HEALTH AND SAFETY SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
Peace Arch Hospital is part of Fraser Health’s integrated network of care, providing
primary, secondary, and tertiary services which include: 24/7 emergency, critical
care, medicine and maternity units, acute care for the elderly, adult inpatient
psychiatry, surgical services, respiratory therapy, rehabilitation and ambulatory
care. Campus clinics include: specialized seniors, maternity, youth, primary care,
diabetes services and the healthy bones clinic. Community and additional services
on campus include wound care, infectious disease, neurology outpatient
consultation, and home health and mental health & substance use services.
15521 Russell Avenue
White Rock, BC V4B 2R4
604-531-5512 (non-emergency)
www.fraserhealth.ca
New Surrey Hospital and Cancer Centre in Cloverdale
A new hospital and cancer centre will be built in Cloverdale by 2027. In
partnership with BC Cancer, the site will add a fourth cancer centre in the Fraser
Health region. The new hospital will be fully-digital and provide patient-centred
care while increasing access for patients and their families closer to home. The
community of Surrey’s access to health care services will be expanded with the
addition of 168 in-patient beds, a surgical/perioperative suite with five operating
rooms, four procedure rooms, an emergency department with 55 treatment
spaces, and virtual care options in all clinical service areas. There will also be a
medical imaging department, including three computed tomography (“CT”)
scanners and two magnetic resonance imaging (“MRI”) machines, pharmacy,
laboratory and academic space. Dedicated areas for spiritual care and family
gatherings that support cultural diversity and spiritual practices will be included.
The new integrated cancer centre will have an oncology/ambulatory care unit with
50 exam rooms, 54 chemotherapy treatment spaces and room for six linear
accelerators for radiation therapy to provide care and support for people
diagnosed with cancer.
Urgent and Primary Care Centres
Visit an Urgent and Primary Care Centre for urgent, non-emergency treatment for minor
cuts, sprains, injuries, prescription refills, fevers, infections, sore throats, ear aches and
more. Urgent and Primary Care Centre—
Surrey -Newton
6830 King George Boulevard
Surrey, BC V3W 4Z9
604-572-2625
www.fraserhealth.ca
Urgent and Primary Care Centre—Surrey
Unit G2 9639 137A Street
Surrey, BC V3T 0M1
604-572-2610
www.fraserhealth.ca
43
HEALTH AND SAFETY SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
Fraser Region Aboriginal Friendship Centre
Association Clinic Place
A101- 10095 Whalley Blvd.
Surrey, BC V3T 4G1
604-283-3293
https://frafca.org/
Kla-How-Eya Healing Place
10233 153 Street
Surrey, BC V3R 0Z7
604-587-4774
www.fraserhealth.ca
Indigenous Primary Health and Wellness Home
Through a partnership between Fraser Health and the First Nations Health Authority, the
Indigenous Primary Health and Wellness Home provides a range of services to address
physical, mental and social needs, as well as spiritual wellness using a wellness "circle
of care" approach.
The Indigenous Primary Health and Wellness Home provides services for First Nations,
Métis, and Inuit individuals and families at two urban locations:
Surrey Mental Health and Substance Use Urgent Care
A central point of access for adults (19 years and older) in Surrey who are experiencing
urgent mental health and substance use concerns and who voluntarily seek and require
urgent care, but don’t require hospitalization.
Services include crisis stabilization, assessment and psychiatric consultation, treatment
initiation and connection to community-based services.
Surrey Mental Health and Substance Use Urgent Care Response Centre
13750 96th Avenue
Surrey, BC V3V 1Z2
604-953-6200
The centre is located in the Charles Barham Pavilion on the Surrey Memorial Hospital
grounds. 13750 96 Ave, Surrey. Access from 94 A Avenue.
Surrey Mental Health—Surrey Outreach
203-7327 137 Street
Surrey, BC V3W 1A4
604-592-2700
Provides support to adult (19+) residents experience mental illness and substance
issues.
44
HEALTH AND SAFETY SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
COVID-19 Testing and Immunization Centres
Test booking form: https://fraserhealth.secureform.ca/
Test booking phone number: 604-587-3936
Testing locations and hours of operations are subject to change. All testing information
is available at https://www.fraserhealth.ca/health-topics-a-to-z/coronavirus/testing
Immunization locations and hours of operation are subject to change. Upcoming and
ongoing clinic information is available at https://www.fraserhealth.ca/health-topics-a-to-
z/coronavirus/covid-19-vaccine/registration-support.
Note: The Availability of COVID-19 tests and immunizations is subject to provincial
guidelines and eligibility.
Surrey COVID-19 Testing and Immunization Centre
14577-66th Avenue
Surrey, BC V3S 5M2
Virtual Care
Fraser Health Virtual Care helps you to navigate the health services in your region. Talk
to a nurse directly via phone or video. Our goal is to assist Fraser Health residents to
quickly access the information, care or site that is right for them, all from the comfort of
home.
1-800-314-0999, 10 am to 10 pm seven days a week.
Outside of these hours, please call 8-1-1
Overdose Prevention
Overdose prevention sites aim to prevent drug overdoses and overdose deaths, and
reduce the adverse health, social and economic consequences associated with
substance use.
Lookout Housing and Health Society SafePoint
10681 135 Street 2-10681 135a Street
Surrey, BC V3T 4E3 Surrey, BC V3T 4E3
www.lookoutsociety.ca www.fraserhealth.ca
45
HEALTH AND SAFETY SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
FRASER HEALTH AUTHORITY
Fraser Health, under the guidance of the provincial Ministry
of Health, is responsible for providing quality health care
services to the people of Surrey. This includes long term
care and assisted living, public health, home health, end of
life care, and mental health and substance use support,
along with specialized programs for children, women and
Aboriginal people. They provide more than 3,400 beds
across Surrey in their hospital, long term care and mental
health and substance use programs.
Corporate Office Guildford Public Health Unit
#400, 13450 - 102nd Avenue #100, 10233 - 153rd Street
Surrey, BC V3T 0H1 Surrey, BC V3R 0Z7
604-587-4600 604-587-4750
Toll free 1-877-935-5669 www.fraserhealth.ca
www.fraserhealth.ca
North Surrey Public Health Unit Newton Public Health Unit
#220, 10362 King George Boulevard #200, 7337 - 137th Street
Surrey, BC V3T 2W5 Surrey, BC V3W 1A4
604-587-7900 604-592-2000
www.fraserhealth.ca www.fraserhealth.ca
White Rock/South Surrey Public Health Unit Cloverdale Public Health Unit
15476 Vine Avenue #205, 17700 - 56th Avenue
White Rock, BC V4B 5M2 Surrey, BC V3S 1C7
604-542-4000 604-575-5100
www.fraserhealth.ca www.fraserhealth.ca
BC CANCER AGENCY
The Fraser Valley Cancer Centre is one of six full service cancer centres of the BC Cancer
Agency, providing a broad range of services including prevention, treatment, screening,
genetic counselling, and supportive care.
BC Cancer– Surrey
13750 - 96th Avenue
Surrey, BC V3V 1Z2
604-930-2098
Toll free 1-800-523-2885
http://www.bccancer.bc.ca/our-services/centres-clinics/bc-cancer-surrey
46
HEALTH AND SAFETY SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
FIRE SERVICES
Surrey has a total of 15 fire halls with 23 staffed and 10 cross-staffed apparatus
strategically placed throughout the City. Apparatus placement is determined by a
combination of community fire risk and workloads. Surrey currently employs 394 fire
fighters, of which 20 are paid on call volunteers and 110 community engagement
volunteers who are committed to serving and providing fire protection, emergency
preparedness and other critical educational services to our growing community.
Surrey’s fire fighting equipment includes a wide variety of emergency vehicles made up
of fire trucks, rescue vehicles, hazardous response vehicles, aerial towers, an aerial
platform, and a mobile command post (which is shared with the RCMP).
Surrey Fire Services utilizes data based research and innovation to pioneer programs
that focus on prevention. The Community Risk Reduction (“CRR”) initiatives include the
Community Property Safety Team, Opioid Second Responder Program, Opioid
Community Action Team, HomeSafe Program and Surrey Emergency Program. These
programs provide valuable resources to citizens and aim to reduce incidence of injury,
loss of life and property damage.
Surrey Fire Department
8767 – 132nd Street
Surrey, BC V3W 4P1
604-543-6700 (non-emergency)
www.surrey.ca/city-services/4696.aspx
47
HEALTH AND SAFETY SERVICES
City of Surrey | 2022—2026 Financial Plan | Community Profile
POLICE SERVICES
Policing services are transferring to a new delivery model where Surrey Police Service
(“SPS”) will be the police of jurisdiction as the municipal police service for Surrey.
Until then services are delivered under the current contracted policing agreement with
RCMP as the police of jurisdiction. The Surrey Police Board established the SPS in
August of 2020 and since then it has been scaling up its operations to prepare for
handover of command.
To facilitate the transfer of policing services, SPS officers are currently deployed
alongside RCMP officers in a phased integrated approach supported by the Surrey
Policing Transition Trilateral Committee (“SPTTC”). The SPTTC is comprised of senior
representatives of the three levels of government who are responsible for guiding the
handover of policing services. A detailed implementation plan supports the first phase
of the transition with RCMP and SPS officers deployed on operational duties in Surrey.
To date SPS officers assigned into the RCMP unit have responded to over 1,000 calls for
service to support Surrey residents.
Services are being delivered to citizens via the policing services buildings at the Justice
Complex on Highway 10 and from five community policing stations across Surrey.
Citizens needing assistance in an emergency should continue to call 911 or if they wish
to report an incident, they should continue to call the non-emergency number
604-599-0502.
Surrey RCMP
14355 – 57th Avenue
Surrey, BC V3X 1A9
604-599-0502 (non-emergency)
www.surrey.rcmp.ca
Surrey Police Service and Surrey Police Board
14265 –57th Avenue
Surrey, BC V3X 3P1
www.surreypolice.ca and
www.surreypoliceboard.ca
48
CITY GOVERNMENT AND ADMINISTRATION
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
Surrey was incorporated as a District Municipality on November 14, 1879 and as a City
114 years later on September 11, 1993. Surrey Council is comprised of nine members,
the Mayor and eight Councillors. All members of Council are elected “at large”,
meaning they do not represent specific geographic areas within the City.
Municipal elections take place every four years on the third Saturday in October. The
next municipal election is scheduled to take place in October 2022. The present Council
was elected in October 2018 and will hold office until November 2022. Regular Council
meetings are typically held two weeks apart on Monday evenings at 7:00 p.m. at City
Hall, located at 13450 - 104th Avenue. Current Council members, their office telephone
numbers and email addresses are as follows:
MAYOR
COUNCILLORS
Doug McCallum
604-591-4126
mayor@surrey.ca
Linda Annis
(604) 502-6037
linda.annis@surrey.ca
Doug Elford
(604) 502-6033
doug.elford@surrey.ca
Laurie Guerra
(604) 502-6034
laurie.guerra@surrey.ca
Brenda Locke
(604) 502-6032
brenda.locke@surrey.ca
Jack Singh Hundial
(604) 502-6035
jack.hundial@surrey.ca
Mandeep Nagra
(604) 502-6039 mandeep.nagra@surrey.ca
Allison Patton
(604) 502-6036
allison.patton@surrey.ca
Steven Pettigrew
(604) 502-6038 steven.pettigrew@surrey.ca
50
CITY GOVERNMENT AND ADMINISTRATION
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
SENIOR MANAGEMENT TEAM
Under Council’s direction, the City’s Senior Management Team oversees the day-to-day
activities of the City. This team is made up of the following senior managers:
General Manager,
Engineering
Scott Neuman
(604) 591-4229 SNeuman@surrey.ca
General Manager,
Policing Transition
Terry Waterhouse
(604) 591-4677 Terry.Waterhouse@surrey.ca
General Manager,
Planning & Development
Vacant Position
Fire Chief
Larry Thomas
(604) 543-6703 LSThomas@surrey.ca
General Manager,
Corporate Services
Robert Costanzo
(604) 590-7287 RACostanzo@surrey.ca
Officer in Charge, Surrey
RCMP Asst Comm.
Brian Edwards
(604) 599-7715 Brian.Edwards@rcmp-grc.gc.ca
General Manager,
Finance/ CFO
Kam Grewal
(604) 591-4880 KGrewal@surrey.ca
General Manager,
Investment and
Intergovernmental
Relations
Donna Jones
(604) 591-4289 DLJones@surrey.ca
City Manager
Vincent Lalonde
(604) 591-4122 VALalonde@surrey.ca
Director, Strategic
Initiatives and
Corporate Reporting
Jeff Arason
(604) 591-4367 JRArason@surrey.ca
General Manager,
Parks, Recreation
and Culture
Laurie Cavan
(604) 598-5760 LACavan@surrey.ca
Chief Librarian
Surinder Bhogal
(604) 598-7304 Sbhogal@surrey.ca
51
CITY GOVERNMENT AND ADMINISTRATION
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
COMMITTEES, BOARDS AND COMMISSIONS
Committees, Boards and Commissions meet to discuss relevant and important issues
that affect the Surrey community. Some groups are formed organically through citizen
engagement, while other groups are formed through a provincial mandate. In both
cases, the intention of such groups is to help the City of Surrey operate as a
representative, efficient and transparent local government.
COUNCIL STANDING COMMITTEES
Council Standing Committees are
committees that include only members of
Council as a membership.
• Audit Committee
• Community Services Committee
• Council-In-Committee
• Finance Committee
• Investment and Innovation Impact
Committee
BOARDS & COMMISSIONS
Boards are legislated committees that each
municipality is required to have, with
volunteers appointed by Council.
• Surrey Heritage Advisory Committee
• Board of Variance
COMMITTEES
Select Committees are committees with
generally one Councillor as a chair, and
volunteer members appointed by Council.
• Agriculture, Environment and
Investment Advisory Committee
• Development Advisory Committee
• Parks, Recreation & Culture Committee
STAFF COMMITTEES
Staff Committees do not have a member of
Council sitting on it and are fully organized
by City staff.
• Advisory Design Panel
TASK FORCES
Task Forces are generally short term
committees organized based on current
community needs.
• Currently there are no active task forces
52
ORGANIZATIONAL OBJECTIVES
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
COMMUNITY
We care about
and contribute
to the broader
well-being of
the community;
we strive to
make Surrey a
great place for
our citizens to
live, work,
invest, recreate
and raise a
family.
INNOVATION
We welcome
change; we
actively look for
leading edge
initiatives and
welcome new
approaches and
original
thinking; we are
committed to
continuous
improvement;
we recognize all
experiences as
important
learning
opportunities.
INTEGRITY
We are honest;
we are
accountable for
our decisions;
we meet our
commitments;
we are
forthright in our
communications
and we
understand and
comply with all
laws,
regulations, and
policies.
SERVICE
Customers are
important to us;
we want to help
our customers;
we seek to
understand our
customers’
needs and
actively work to
achieve
responsive,
balanced
solutions.
TEAMWORK
We support
each other; we
trust each other;
we respect each
other; we take a
City-wide view
of the
challenges we
face; we value
everyone’s
ideas.
CITY OF SURREY’S VALUES
CORPORATE SUSTAINABILITY—MOVING FORWARD
The City of Surrey is a major corporation, employer and owner of land and facilities.
Our activities have a significant impact and influence on residents, businesses and
institutions. Surrey’s leadership, by the way that it does business, is essential to
advancing sustainability in our city. The City of Surrey will continue to embed
sustainability into City operations in a number of ways and through the work of all
departments and staff.
To highlight the City’s commitment to advancing sustainable practices, the 2021
accomplishments, future initiatives and goals that the City will undertake during the next
five years have been aligned with the Sustainability Charter 2.0. For additional
information on specific accomplishments and goals, please read the departmental
overviews.
53
ORGANIZATIONAL OBJECTIVES
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
Drawing from the corporate sustainability actions outlined in the original Sustainability
Charter and aligned with the City’s Values and the eight themes of the new Charter, the
following are a select few of the City of Surrey’s corporate strategic objectives and
initiatives:
STRATEGIC OBJECTIVES KEY STRATEGIC INITIATIVES
SURREY CITIZENS
Increase citizens’ satisfaction
with the service we deliver.
Protect and enhance our natural
and built environments.
Increase citizens’ economic
opportunities, sense of safety
and belonging.
Successfully deliver a SkyTrain
extension along Fraser Highway to
Fleetwood.
Update the Community Climate Action
Strategy to align with best-practice
GHG emissions reduction targets.
CITY FUNDS
Foster responsible spending and
accountability.
Grow City revenue and reduce
expenditures through
innovation.
Ensure that we address short
and long term needs.
Maximize external revenues sources by
identifying and responding to all grant
opportunities.
Develop and implement an
infrastructure/asset management plans.
OUR PROCESSES
Streamline processes to improve
services.
Encourage innovation and
collaboration in our work.
Enhance strategic community
engagement.
Review the City’s Budgeting Processes
to ensure they are in line with best
practices.
Promote the expansion of Continuous
Improvement culture in the
organization.
OUR PEOPLE
Leverage technology to improve
service delivery.
Attract the best, develop, and
retain our people.
Cultivate a safe, desirable,
engaging workplace.
Establish a Long Term Remote Working
Framework.
Develop a Workplace Diversity and
Inclusion Strategy.
Continue to ensure that sufficient
procedures and supports are in place to
protect and assist the City’s workforce.
54
ORGANIZATIONAL OBJECTIVES
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
DECISION MAKING GUIDEPOSTS
The Community Charter mandates that municipalities develop and report on
organizational objectives and the measures used to determine their progress. Council
has expanded on the broad set of guideposts used in the past and developed specific
measures to support their overall objective. The following section describes the City’s
decision-making guideposts.
1. Developing current and long-range
plans that foster growth and economic
development for Surrey’s culturally-
diverse community while preserving
the City’s rich environment and quality
of life, within the parameters set by
Council in the Official Community
Plan;
2. Enhancing community and individual
well-being by providing Police, Fire,
and Bylaw services that protect
residents and visitors;
3. Developing and implementing long
and short-term Engineering
Infrastructure Service Plans that
respond to growth and meet the
current needs of the City’s citizens and
businesses;
4. Planning and delivering Parks,
Recreation and Culture programs and
Library services that encourage
participation from residents and
visitors of all ages and backgrounds;
5. Providing open and responsive
government through public
consultation, as required by the
Community Charter;
6. Planning for the succession of the
City’s workforce by creating a
challenging, market-competitive,
healthy, and respectful workplace that
attracts and retains qualified
candidates while reflecting the diverse
nature of the City;
7. Fostering co-operative relations with
other governments, community
organizations, and local businesses;
8. Developing programs, policies, and
initiatives that focus on Council’s
specific key objectives; and
9. Protecting the City’s long-term
financial health by managing the City’s
finances while delivering services to
the public within the parameters set
by Council in the Five-Year Financial
Plan.
Encourage participation from residents
55
ORGANIZATIONAL GOVERNANCE
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
The purpose of the City of Surrey’s Policy Manual is to describe the policies as
adopted by Council. It guides each General Manager in the operation of their
department and enables staff to make decisions within a common, Council-approved
framework. The Policy Manual guides Council members to make their decisions
within existing policy and assists them when advising the general public on matters
brought to their attention.
The Community Charter and the Local Government Act in conjunction with Canadian
public sector accounting standards, form the basis of the City’s Financial Plan and
financial policies. These laws and standards drive financial planning calendar dates,
specify financial planning controls, allow ways to amend the Financial Plan after
adoption, and prescribe appropriate methods for financial planning, accounting, and
reporting.
In addition to Corporate Policies as adopted by Council, there are many corporate
procedures and practices that provide guidance and direction to staff, typically these
documents contain more detailed information compared to corporate policies and
also are designed to be more fluid in nature, being updated based on organizational
needs and workplace changes. The following are some key policies, procedures and
practices utilized by the City:
KEY POLICIES
DEVELOPMENT COST CHARGE AND
CREDIT POLICY
This policy specifies refund and credit
opportunities available to applicants
who have paid all or part of their
Development Cost Charges (“DCC”), but
have chosen to cancel their building
permit. Opportunities are determined by
the amount of DCC paid as well as the
length of time the permit has been open.
POLICY ON CITY GRANTS
This policy specifies that the City will
establish ongoing grants from year to
year, as well as grants for one-time
requests; what types of initiatives/
organizations are generally eligible for
grants; what types of costs, grants can
and cannot cover; and official
procedures for processing grant
requests, grant appeals and late grant
applications, as well as setting the grant
budget.
INVESTMENT POLICY
This policy stipulates that the City of
Surrey will invest funds in a manner that
provides an optimal blend of investment
return and security while meeting daily
cash flow demands and complying with
the statutory requirements of the
Community Charter. The policy states
that City funds are to be invested
prudently and that the City’s investment
practices support the three fundamental
objectives of safety, liquidity, and return
on investment.
EXPENSE POLICY
This policy provides guidelines for
employees and other authorized
individuals with respect to travel and
expense reimbursements. It defines
approval authorities, per diem
allowances, ineligible costs, and claim
processing requirements.
56
ORGANIZATIONAL GOVERNANCE
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
PUBLIC ART POLICY
The goal of the Public Art Policy is to
ensure a sustainable funding mechanism
that supports the City’s commitment to
spend existing and future funds more
creatively, serve as an act of public trust
and a steward for public art, guide City
staff in implementing the Public Art
Program, and make public art a catalyst
for creativity in Surrey’s diverse
community.
RESERVE AND SURPLUS POLICY
This policy directs the establishment and
maintenance of reserves, unappropriated
surplus, and appropriation of surplus, as
well as the use of reserves and
appropriations of surplus in meeting the
short and long-term financial goals of
the City. The policy states guiding
principles, objectives, criteria, and
procedures, including allowable
minimum and maximum reserve and
surplus balances.
TAX EXEMPTION POLICY
This policy provides guidance to Council
in the processing of applications for
exemption from property taxes. Though
the Community Charter states that
exemptions are at the discretion of
Council, this policy establishes principles
which serve as a guide in the evaluation
of applicants.
PROCEDURES AND GUIDELINES
PROCUREMENT PROCEDURE MANUAL
This document details the process that
the City is required to follow when
completing purchases and ensures
applicable Federal, Provincial and
Municipal legislation is followed. It
explains the purchase flow and the
requirements for making purchases on
behalf of the City, including when to
conduct a public competitive solicitation
process.
REPLACEMENT RESERVE FUND
PROCEDURE
The Replacement Reserve Fund
guideline helps to make sufficient
reserves available to replace the City’s
extensive inventory of buildings and
equipment.
The City makes annual appropriations to
the Replacement Reserve Fund to
provide necessary funding and reviews
the fund, to ensure that funding levels
increase over time.
CASH HANDLING PROCEDURE
This policy specifies the requirements
staff must meet when handling tender,
from the initial point of collection
through the reconciliation and the
deposit process.
TANGIBLE CAPITAL ASSET PROCEDURE
Tangible Capital Assets are non-financial
assets having physical substance that
are acquired, constructed, or developed
and are held for use in the production or
supply of goods and services, have
useful lives extending beyond an
accounting period, are intended to be
used on a continuing basis; and are not
intended for sale in the ordinary course
of operations.
The City of Surrey is required to report
tangible capital assets on their financial
statements in accordance with
guidelines set by the Public Sector
Accounting Board (“PSAB”).
57
ORGANIZATIONAL GOVERNANCE
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
PLANS & STRATEGIES
BIODIVERSITY CONSERVATION
STRATEGY
The Biodiversity Conservation Strategy
(“BCS”), adopted in 2014 as part of
Corporate Report R141, recognizes
Surrey’s biodiversity as a key foundation
of a healthy, livable and sustainable City.
The goal of the Strategy is to preserve,
protect, and enhance Surrey’s
biodiversity for the long-term.
10-YEAR SERVICING PLANS
The City of Surrey Engineering
Department's 10-Year Servicing Plans
establishes engineering infrastructure
projects that support projected growth
and the needs of the existing population.
The servicing plans are developed based
on various planning documents,
including the Official Community Plan
and approved Neighbourhood Concept
Plans.
ECONOMIC DIVERSIFICATION
STRATEGY
The Economic Diversification Strategy
identifies Surrey's approach to creating a
strong and resilient economy to support
the 50 year vision outlined in our
Sustainability Charter with a focus on
five priority sectors: health tech, clean
tech, advanced manufacturing,
agri-innovation and the creative
economy.
SURREY PUBLIC LIBRARY STRATEGIC
PLAN
The Surrey Public Library Strategic Plan
provides a framework for the delivery of
services, including access to local and
global information and ideas,
encouraging literacy and supporting
lifelong learning for all Surrey residents.
EMPLOYMENT LANDS STRATEGY
The City of Surrey has developed the
Employment Lands Strategy to ensure
that there is an adequate and
well-located supply of employment
lands, for the short and long term. The
strategy works toward attracting and
retaining business investment in the
community to keep Surrey competitive.
OFFICIAL COMMUNITY PLAN
The Official Community Plan (“OCP”) is
a statement of objectives and policies
that guide City planning decisions.
Taking a comprehensive and long-term
perspective, the Plan provides guidance
for: the physical structure of the City,
land use management, economic and
residential growth, transportation
systems, community development,
provision of City services and amenities,
agricultural land use, environmental
protection, and enhanced social
well-being.
The plans and policies contained in the
OCP are set within the overall framework
of the Sustainability Charter and are
consistent with its principles and goals.
The OCP sets out an overall vision of a
sustainable future for Surrey over the
next 30 years.
The OCP is established under the
authority of the Province’s Local
Government Act and adopted by City
Council as a City bylaw. On an annual
basis, the Official Community Plan is
reviewed to ensure that it contains
relevant information and fully considers
the City’s evolving nature.
58
ORGANIZATIONAL GOVERNANCE
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
PARKS, RECREATION & CULTURE
STRATEGIC PLAN
The Parks, Recreation & Culture
Strategic Plan is a framework for
decision-making and sets direction for
decisions relating to identifying
demands, needs and issues regarding
the delivery of parks, recreation and
culture services to the residents of
Surrey.
AGE FRIENDLY STRATEGY FOR
SENIORS
The Surrey Age Friendly Strategy for
Seniors is a City-wide framework for
working together to ensure seniors are
supported and can remain actively
engaged and safe in our community.
This Strategy is based on the World
Health Organization’s work on Global
Age Friendly Cities.
PUBLIC ENGAGEMENT STRATEGY
The Public Engagement Strategy will
provide a vision for what community
engagement looks like in the City. This
vision will be based on the shared
values, desires and needs of staff,
stakeholders and the public. Once
completed the strategy will provide a
easy-to-use framework to plan, design,
deliver and evaluate engagement
initiatives and a user-friendly toolkit of
engagement techniques.
TRANSPORTATION STRATEGIC PLAN
The Transportation Strategic Plan is a
long-range planning document that sets
out the vision, objectives, proposals and
priorities for transportation in Surrey. It
shows how transportation plays a part in
key policy areas such as the
environment, land use, economy, safety
and health.
SMART SURREY STRATEGY
The Smart Surrey Strategy guides how
technology and innovation are
considered in decisions made for
existing and future plans, programs and
infrastructure. Using new and existing
technologies and information, it
identifies and implements systems and
programs to inform decision-making,
create efficiencies and optimize our
resources leading to cost-savings.
SURREY SPORT TOURISM STRATEGY
The Surrey Sport Tourism Strategy has
been developed to advance the City of
Surrey as a leader in the Sport Tourism
industry, maximizing both economic
benefits and sport development
opportunities.
The Strategy will establish Surrey as a
premier sport tourism destination in the
Pacific Northwest and Canada while
balancing community needs with sport
tourism development.
SUSTAINABILITY CHARTER 2.0
The Sustainability Charter 2.0 is the City
of Surrey's comprehensive framework
for implementing a progressive,
long-term 40 year vision for
sustainability in Surrey: to become a
thriving, green, inclusive city. This
Charter guides our policy and decision
making, and ensures that social,
environmental and economic factors are
always taken into account. The
Sustainability Charter was updated in
2016 and introduced eight overlapping
themes.
59
ORGANIZATIONAL GOVERNANCE
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
EXAMPLES OF HOW STRATEGIC PLANS TIE INTO SERVICE DELIVERY PLANS
Surrey’s Financial Plan works in conjunction with the Official Community Plan by
allocating the City’s financial resources in support of Official Community Plan directives.
Similarly, all service delivery plans, strategies and programs are driven from strategic
plans. Furthermore, performance measures ensure the City is delivering on its
organizational objectives and aligned to the eight themes of the Sustainability Charter
2.0.
MANAGE GROWTH FOR COMPACT
COMMUNITIES
A compact form of development limits
future growth to planned areas; provides
new opportunities for housing, business,
and mobility; and allows more efficient
use of City utilities, amenities, and
finances.
BUILD A SUSTAINABLE LOCAL
ECONOMY
A strong local economy is necessary for
the fiscal health and functioning of the
City; it helps to provide the tax base
required to support public infrastructure,
amenities, facilities, and services.
BUILD COMPLETE COMMUNITIES
Complete communities have a wide
range of housing choices, as well as
opportunities for employment, business,
investment, recreation, and relaxation.
INCREASE TRANSPORTATION CHOICE
The City will improve its road networks
to allow people and goods to move
more efficiently and to support the
development patterns of businesses,
workplace centres, and neighbourhoods
throughout the City.
ENHANCE CITY IMAGE AND
CHARACTER
The City seeks to establish an
international reputation as a very
attractive location to live, work, locate a
business, and visit.
PROTECT NATURAL AREAS
The City will preserve, protect, and use
natural areas for park and recreational
purposes.
PROVIDE PARKS AND RECREATIONAL
FACILITIES
The City will provide good quality parks,
open spaces, and recreational facilities
for residents.
PROTECT AGRICULTURE AND
AGRICULTURAL AREAS
The City will protect the viability,
productivity, and sustainability of
farming and farmland.
IMPROVE THE “QUALITY OF
COMMUNITY”
The City will preserve the City’s heritage,
provide community and cultural
facilities, facilitate an adequate supply of
rental and special-needs housing,
involve the public in decision making,
and build community identity and pride.
ENHANCE CITIZENS’ SAFETY AND
WELL-BEING THROUGH COMMUNITY
SAFETY AND CRIME PREVENTION
The City will reduce opportunities for
crime and nuisance behaviour and
increase citizens’ sense of well-being by
realizing Crime Prevention through
Environmental Design (“CPTED”)
principles.
60
CITY OF SURREY CORPORATE FUNCTIONS
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
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62
STAFFING COMPLEMENT FULL TIME BUDGETED STAFF SUMMARY
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
2020 2021 2021 2022 2023 2024 2025 2026
PROGRAM SUMMARY *ACTUAL *ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revised
Office of the Mayor 3 3 5 4 4 4 4 4
City Manager 4 4 5 5 5 5 5 5
Corporate Services
Bylaws Operations 73 69 81 82 82 82 82 82
Corporate Services Administration 1 2 2 2 2 2 2 2
Human Resources
Administration 2 2 3 3 3 3 3 3
Employment 10 9 12 12 12 12 12 12
Human Resources Information System 3 3 4 4 4 4 4 4
Labour Relations & Compensation 5 5 6 6 6 6 6 6
Learning & Development 1 3 3 3 3 3 3 3
Occupational Safety 3 4 4 4 4 4 4 4
Pension, Benefits & Disability 4 4 4 4 4 4 4 4
Information Technology 99 102 108 108 108 108 108 108
Legal Services 13 13 13 13 13 13 13 13
Legislative Services 23 20 25 26 26 26 26 26
237 236 265 267 267 267 267 267
Engineering Services
Administration 31 34 40 54 54 54 54 54
District Energy 5 5 5 5 5 5 5 5
Engineering Operations 288 277 304 304 304 304 304 304
Land Development 37 34 43 43 43 43 43 43
Parking Authority 5 4 5 5 5 5 5 5
Real Estate 19 22 26 26 26 26 26 26
Sustainability 2 2 2 3 2 2 2 2
Traffic 16 17 20 20 20 20 20 20
Transportation 36 31 35 21 21 21 21 21
Utilities 29 30 33 33 33 33 33 33
468 456 513 514 513 513 513 513
Finance
Administration 9 9 12 12 12 12 12 12
Risk Management 4 4 4 4 4 4 4 4
Financial Services 21 21 23 24 23 23 23 23
Financial Reporting & Compliance 5 5 7 7 7 7 7 7
Treasury Operations 9 9 9 9 9 9 9 9
Revenue Services 30 30 35 34 35 35 35 35
78 78 90 90 90 90 90 90
Fire
Administration 18 18 18 18 18 18 18 18
Fire Operations 364 364 374 374 374 374 374 374
Mechanics 0 0 0 0 0 0 0 0
Prevention 10 10 8 8 8 8 8 8
Radio & Communications 18 18 18 22 22 22 22 22
Training 3 3 3 3 3 3 3 3
413 413 421 425 425 425 425 425
Investment & Intergovermental Relations
Economic Development 6 6 9 9 9 9 9 9
6 6 9 9 9 9 9 9
63
FULL TIME BUDGETED STAFF SUMMARY
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
2020 2021 2021 2022 2023 2024 2025 2026
PROGRAM SUMMARY *ACTUAL *ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Parks, Recreation & Culture
Administration 13 15 17 17 17 17 17 17
Arenas 22 24 26 26 26 26 26 26
Art Centre 11 16 19 19 19 19 19 19
Community Recreation Services 41 47 57 57 57 57 57 57
Filming & Special Events 4 5 7 7 7 7 7 7
Healthy Communities 8 8 8 8 8 8 8 8
Heritage Services 7 8 9 10 10 10 10 10
Indoor Pools 41 46 56 57 57 57 57 57
Marketing 13 17 19 19 19 19 19 19
Parks Division 113 99 125 125 125 125 125 125
Planning & Research 6 4 5 5 5 5 5 5
Community Safety 4 6 6 6 6 6 6 6
283 295 354 356 356 356 356 356
Planning & Development
Administration 31 29 32 34 34 34 34 34
Area Planning 35 33 35 37 37 37 37 37
Building 74 72 91 91 91 91 91 91
Community Planning 16 15 17 17 17 17 17 17
Facilities 38 38 41 41 41 41 41 41
194 187 216 220 220 220 220 220
City Police Support Services**
Administration 13 12 14 14 14 14 14 14
Corporate Services 48 37 51 51 51 51 51 51
Information Services 85 77 95 95 95 95 95 95
Operations 107 100 110 110 110 110 110 110
Strategic Management & Performance 18 19 20 20 20 20 20 20
Public Safety Administration 3 3 3 3 3 3 3 3
274 248 293 293 293 293 293 293
Surrey Public Library
Administration 13 11 12 11 11 11 11 11
Collection Services 16 17 16 17 17 17 17 17
Public Services 74 86 92 92 92 92 92 92
103 114 120 120 120 120 120 120
2,838 2,040 2,291 2,303 2,302 2,302 2,302 2,302
* Note: The Budget column represents full-time positions available and the Actual column represents staff occupying full-time positions.
Where a part-time position occupied a full-time position or if a position was filled for 3/4 of the year, the position was counted as occupied.
** This section excludes Surrey Police Service (SPS) as the number of staff in SPS will continue to change until it becomes the police of jurisdiction
RCMP members are not included as they are not City staff.
64
STAFFING COMPLEMENT—SIGNIFICANT CHANGES
City of Surrey | 2022—2026 Financial Plan | Organizational Profile
2021 ADOPTED BUDGET 2,291
Staff Complement Change
OFFICE OF THE MAYOR - Consolidation of positions ………………… -1
BYLAWS - Transfer to Leg Svc ………………… -1
BYLAWS - New Enforcement Officers ………………… 2
Leg SVC - Transfer from Bylaws ………………… 1
ENGINEERING SERVICES - Climate and Energy Manager ………………… 1
FIRE - 4 Radio Operators ………………… 4
PRC - Community Service Coordinator ………………… 1
PRC - Clerk 4 ………………… 1
P&D - Operations Clerk ………………… 2
P&D - Planning Technician 1 ………………… 1
P&D - Planning Checker 2 ………………… 1
12
2022 ADOPTED BUDGET 2,303
ENGINEERING SERVICES - Sustainability -1
Staff Complement Change
-1
2023 PLAN 2,302
Staff Complement Change
-
2024 PLAN 2,302
Staff Complement Change
-
2025 PLAN 2,302
Staff Complement Change
-
2026 PLAN 2,302
65
ECONOMIC OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Financial Overview
INTERNATIONAL
The biggest mass immunization effort in history is well underway though there
remains a large discrepancy in vaccination rates between developed and developing
countries. Countries in Africa and parts of Asia are lagging far behind developed
countries. The World Health Organization (“WHO”) estimates 16% of the people living
in the African continent are fully vaccinated. The WHO continues to stress the
importance of ensuring that vaccines reach every country, indicating that each nation
would need to reach a 70% vaccination rate to bring the pandemic to an end. The
agency cautions that the lack of vaccination will lead to further mutations of the virus,
which would prolong the pandemic.
The International Monetary Fund (“IMF”) estimates that global economic growth
came in at 5.9% for 2021. Due to Russia’s invasion of Ukraine, the IMF has
downgraded their economic outlook for 2022, forecasting the global economy to
expand by 3.6% this year. The IMF cites continued economic disruptions from the
pandemic, supply chain issues, volatility in energy prices, and elevated inflation as
ongoing risks to global economic progress. The IMF forecasts the United States
(“US”) economy advancing by 3.7%, China growing by 4.4%, and the United
Kingdom (“UK”) expanding by 3.7%. Canada and the Eurozone follow close behind
with growth forecasts of 3.9% and 2.8%, respectively.
Higher inflation, thought to be transitory last year, is lingering. Central banks around
the world are attempting to rein in rising prices and expectations for further price
gains. Prospects for higher inflation will lead workers to demand higher wages in an
attempt to offset higher costs of living. In turn, businesses will raise prices to offset
increased input costs. Last December, the Bank of England (“BOE”) became the first
major central bank to raise its key interest rate and followed up in February 2022 with
another increase. The US Federal Reserve (“Fed”) and the Bank of Canada (“BOC”)
raised their respective key interest rates as well. The BOE, Fed, and BOC all indicated
further rate increases are forthcoming before year end.
Russia’s invasion into Ukraine has caused a humanitarian crisis in Europe on a scale
not seen since the Second World War. Estimates indicate close to 1,500 civilian lives
have been lost thus far, and over five million Ukrainians have fled their country to
other parts of Europe since the war began. Western countries and their allies are
united in supporting Ukraine. In addition to financial and military aid, swift sanctions
were placed on the Russian Federation.
The Russian ruble lost almost half its value against the US dollar in the first two
weeks after the Ukraine invasion as western countries banned transactions with the
Russian central bank and limited their ability to utilize global payment systems. The
ruble has since recovered due to capital controls on local firms and Russian citizens.
Foreign investors are barred from selling securities, thus limiting attempts to dispose
of Rubles.
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ECONOMIC OVERVIEW
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The US has banned imports of Russian oil and the UK has announced it will phase out
imports of Russian energy by the end of the year. Russia is one of the top three oil
producers in the world. Additionally, Ukraine accounts for a quarter of global wheat and
barley production. The geopolitical uncertainties are causing volatilities in financial
markets with large swings in commodity and energy prices. Growth in energy export
revenue, coupled with reduced imports, also contributed to the Ruble’s recovery. The
IMF is forecasting Russia’s economy to shrink by 8.5% and Ukraine’s economy to shrink
by 35% this year.
There are ongoing negotiations to end the war. Russia’s demand for a ceasefire is
conditioned on Ukraine giving up certain regions of its country and vowing to remain a
neutral nation, meaning that it will not attempt to join the North Atlantic Treaty
Organization (“NATO”). Ukraine remains steadfast that it will continue to defend its
independence.
UNITED STATES
The US economy has been resilient during the pandemic due to large government
support programs and record low interest rates. The US federal government has spent
$5 trillion dollars to bolster the economy since the start of the pandemic. Individuals
and families received $1.8 trillion dollars while $700 billion dollars in increased
unemployment benefits were provided to workers. Businesses received $1.7 trillion
dollars in aid, states and local governments received $745 billion dollars, and there was
increased investment in health care of $482 billion dollars. The large-scale support
contained the economic downturn to only a few months.
The US unemployment rate came in at 3.6% in March, with 1.59 million jobs added in
the first quarter of the year, bringing employment close to pre-pandemic levels. Job
growth has averaged over 400,000 positions per month for the last eleven straight
months. Wage growth in the US grew by 5.6% over the last year. Although an
encouraging increase, wage gains are not keeping up with the pace of inflation.
Supply chain issues along with pent up demand have increased prices. The US inflation
rate hit a 40 year high coming in at
8.5% in March. To combat high oil
prices, President Biden announced
that the federal government will be
releasing 180 million barrels of oil
over the next six months in an
attempt to push down oil prices.
The US central bank raised its key
interest rate by 0.25% in March, the
first increase in more than three
years. The Fed chair conceded that
inflation can no longer be viewed as transitory. Source: Bank of Canada
0.60
0.65
0.70
0.75
0.80
0.85
0.90
0.95
1.00
CAD to USD 5 Year Trend
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ECONOMIC OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Financial Overview
Supply-side bottlenecks are not resolving as quickly as the central bank had anticipated.
The Fed chair indicated that the central bank is prepared to be more aggressive and
implement larger than usual interest rate increases if high inflation does not retreat. The
Fed expects the inflation rate to be elevated this year and gradually taper as interest
rates increase over the upcoming months. Inflation is expected to come down to 4.3%
this year. Analysts expect the central bank to raise their key interest rate by 0.50% in
June.
The US dollar has continued to appreciate. The US dollar index, which measures the US
dollar against major currencies, has rallied by 5.0% since the middle of January. The
rise in US dollar is driven by expectations of higher inflation and rising interest rates.
The geopolitical uncertainty from the war in Ukraine will further contribute to US dollar
appreciation as investors tend to shift funds to safe haven currencies in times of
uncertainty.
CANADA
Canada’s inflation rate hit 6.7% in March, the highest level in thirty-one years. Inflation is
more widespread and no longer concentrated in energy, food, and housing. The BOC’s
governor indicated that if elevated oil prices persist, inflation could rise by another
percentage point. The BOC raised its key interest rate by 0.25% at its March meeting, the
first such hike since October 2018. Another 0.50% increase was implemented at the
April meeting, the first time in over 20 years a hike larger than 0.25% was announced. If
the labour market continues to tighten and CPI data shows no signs of easing, analysts
expect an additional 0.50% increase at the next central bank meeting in June. The BOC
ushered in the start of quantitative tightening which will see its Government of Canada
bond purchases cease before the end of April.
Canada’s unemployment rate came in at 5.3% in March, with year-over-year wages
increasing by 3.4%. The unemployment rate is at its lowest level since the start of the
pandemic. The job market added 410,000 jobs in February and March after recording a
loss of 200,000 jobs in January. The job losses in the first month of this year were
attributable to increased public health measures, introduced to control the surge of the
COVID-19 Omicron variant. As the number of COVID-19 cases have subsided, many
provinces have reduced restrictions
and removed capacity limits at
venues.
The Federal government announced
changes to pandemic related travel
rules. Starting April 1, fully
vaccinated travellers entering
Canada will not be required to
provide proof of a negative COVID-19
test. Travellers who are fully
vaccinated may be selected for Source: Bank of Canada
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5Interest Rates 5 Year Trend
Prime Rate BOC Key Interest Rate
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ECONOMIC OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Financial Overview
random testing, however, they will not be required to quarantine while awaiting test
results. Travellers who are not fully vaccinated will be tested upon arrival and will need
to quarantine for fourteen days. The changes in travel rules will aid the tourism and
hospitality sectors on their path to recovery.
The Federal government unveiled the 2022 budget with a $52.8 billion budget deficit
projected this fiscal year. Canada’s debt-to-Gross Domestic Product (“GDP”) ratio came
in at 46.5% last fiscal year and is projected to fall to 45.1% this fiscal year due to the
wind down of pandemic spending, higher commodity prices and the introduction of new
taxes.
The government is introducing a temporary Canada Recovery Dividend which requires
banks and insurance companies to pay a one-time 15% tax on taxable income over $1
billion for the 2021 taxation year. The budget also proposes a 1.5% increase to the
corporate tax rate for banking and insurance companies.
The budget allocated $31.2 billion in net new spending over the next five years targeting
housing affordability, health spending and transition to a greener economy. A new
Housing Accelerator Fund is introduced to provide $4.0 billion over the next five years to
help support cities and municipalities in their housing planning and delivery processes,
which is intended to speed up housing development. $1.5 billion is provided over the
next two years for the Rapid Housing Initiative which aims to create 6,000 new housing
units. Starting this year, children under twelve will have universal dental healthcare,
with eligibility tested against income. The dental program will be expanded further next
year and is projected to cost $5.3 billion over the coming five years. The government is
committing $15.0 billion over the next five years towards the Canada Growth Fund to
help achieve climate goals and support restructuring of critical supply chains.
Due to the continued conflict in Ukraine, Canada has been under pressure to increase its
military spending. The budget allotted $8.0 billion dollars in defence spending over the
next five years. The Finance Minister cautions that there are many headwinds that could
hamper Canada’s growth. Internationally, the greatest threats are the Ukraine-Russia
war and the pandemic. The biggest domestic risks are rising interest rates and high
inflation leading to weakened consumer demand and reduced business investments.
BRITISH COLUMBIA
Despite challenges posed by the pandemic and devastation caused by wildfires and
atmospheric rivers, the British Columbia (“BC”) government estimates that 2021
provincial GDP came in at 5.0%. The forecast for 2022 BC GDP is 4.0%. BC continues to
have the highest cost of living in Canada. In March, BC’s inflation came in at 6.0%,
slightly lower than the national average. Price increases were broad based with the
largest upticks seen in gas, transportation, food and shelter.
BC’s minimum wage is set to increase to $15.65 per hour starting June 1st of this year.
The provincial government announced that future annual minimum wage increases will
71
ECONOMIC OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Financial Overview
be tied to the average annual inflation
rate of the prior year. BC’s labour
market has recovered all jobs lost
during the pandemic with
unemployment at 5.1% in March.
BC’s Finance Minister delivered a
forecast for the 2021/2022 budget year
with a projected deficit of $483 million,
95% lower than last year’s budget
prediction of a $9.7 billion deficit. The
dramatic improvement is due to unusually high revenues; $3.25 billion from property
transfer taxes, a $1.9 billion profit from Insurance Corporation of BC (“ICBC”) and a
boost in federal transfers for COVID-19 and BC flood support. The budget for 2022/2023
is projecting a deficit of $5.5 billion. The province has earmarked $2.1 billion to fund
disaster recovery efforts and future response to the threats posed by wildfires, floods
and heat waves. From this new funding, $1.5 billion over the next three years will help
support the Province’s ongoing response and recovery efforts. This includes $1.1 billion
in contingencies to support those people, businesses and communities that have been
hit hard with costs due to recent disasters.
The Provincial Health Officer (“PHO”) ended the COVID-19 masking mandate as of
March and April 2022 with indoor masking only required in health-care settings. The BC
Vaccine Card proof of vaccination to access events, services and businesses was
dropped on April 8th.
SURREY’S FINANCIAL PERFORMANCE
The negative financial impacts of the COVID-19 pandemic on the City’s finances
continued into 2021 with the loss of revenues due to the reopening of City facilities at
less than 100%. Cost avoidance measures were once again taken to help reduce
expenses to offset the revenue shortfalls relating to the pandemic.
The Surrey Economic Action and Recovery Plan from the COVID-19 pandemic, approved
by Council in 2020, granted financial incentives to the development community in the
City to encourage and accelerate the implementation of larger scale projects that could
generate jobs and important investments in the City that will be of benefit to Surrey's
residents and businesses. To proactively stimulate the local economy and provide
improved recreation facilities, arenas, sports fields and arts & culture amenities, Council
approved $159 million in 2021 and more than $200 million within the Five-Year 2022-
2026 Financial Plan in major general capital projects and has continued to award
contracts for significant capital projects to meet the growing demand of residents.
To support local businesses in the restaurant and food services industry to help mitigate
further financial impacts due to COVID-19 and to create more vibrant outdoor spaces,
Council approved a Parking to Patio program in 2021. Under this program, Council has
allowed for the creation of temporary patios, expanded the list of eligible enhancements
StrongerBC (gov.bc.ca)
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ECONOMIC OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Financial Overview
under the Façade Enhancement Grant to include support for temporary patios; and
revised the Parking to Patio Program requirements by waiving of the $200 application
fee; waiving a refundable $500 security deposit for approved on-street applications;
and continue to waive City Road & Right of Way Use and Traffic Obstruction permit
fees.
Overall, City’s financial and non-financial assets in 2021 increased by more than $300
million, as compared to 2020. The fiscal performance of the City in relation to the
adopted budget is indicative of a stable and strong financial position. All departments
are continuing to proactively manage their respective budgets to ensure the financial
position of the City remains strong. Our City has successfully evolved and grown
in-step with the changing economic landscape and responded effectively to the needs
of citizens.
2021 saw a resurgence in development activity within Surrey after the pandemic
related slowdown in 2020. Building permits with a construction value of over $2.0
billion were issued during the year, the 2nd highest value after a record-setting $2.3
billion in construction value in 2019. The development community continues to see
Surrey as an attractive place to invest. The real estate market remains robust with
Surrey continuing its appeal as an affordable destination for young families to settle
and thrive. Overall, the total number of building permits issued in 2021 were 4%
higher and the number of new residential dwelling units granted permits in 2021 were
52% higher than 2020.
Aerial view of City of Surrey
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ECONOMIC OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Financial Overview
The total building construction value in
2021 has increased by 38% compared to
2020. In alignment with an increase in
overall real estate residential activity,
the City saw an increase in permits
issued for multi-family dwelling units,
helped in part by the City’s Surrey
Economic Action and Recovery Plan
incentives, given to the development
community to encourage and accelerate
the implementation of larger scale
projects that could generate jobs and
important investments in the City.
Due to a strong real estate market and a
continued increased demand for
residential development in the City,
Planning application fees collected in
2021 were 14% higher than those
collected in the prior year.
Due to a 9% increase in the number of
businesses obtaining their business
licenses in 2021 as compared to the
same period in 2020, business license
revenue has increased by 8%. This is
indicative of resumed confidence in the
business community to get back to
growing their businesses in Surrey,
after a tough 2020 financial year due to
the onset and impact of COVID-19.
Building on the robust 2021-2025
Capital Financial Plan, the City, with
support and direction from Mayor and
Council, continued its momentum with
further capital investments as part of
the 2022-2026 Capital Financial Plan.
With Surrey growing at an
unprecedented rate, the City has
prioritized new capital infrastructure
projects that will ensure the
recreational , cultural, and
transportation infrastructure needs of
its citizens will keep pace with the City’s growth.
74
MAJOR REVENUE SOURCES
City of Surrey | 2022—2026 Financial Plan | Financial Overview
PROPERTY TAXES
Surrey has three major sources of revenue, the most significant of which is property
taxes. Property tax revenues received from the ten largest properties in the City
amounted to two percent of the City’s annual gross taxation revenues. As in prior
years, Surrey has enacted general tax increases to fund increasing general operating
costs. For 2021, the City budgeted an increase to the annual general property tax rate
of approximately $63 for the average single family dwelling.
Individual property taxes are calculated based on the assessed value of the property.
In 2021, the average single family dwelling was assessed at approximately $1,166,370
and assessment growth from new development was estimated at 1.0%.
In 2021, Surrey generated approximately 31.4% of its general property tax revenue
from business and industry. Surrey’s 2020 business, light industrial, and major
industrial tax rates compare favourable to neighbouring municipalities. Surrey’s tax
rates are among one of the lowest in the region, providing a climate conducive to
attracting new commercial and industrial ventures.
General Operating Revenue ($ millions) 2022 Budget 2021 Budget 2021 Actual
Municipal General Taxation $ 449.8 $ 434.8 $ 444.4
Sales of Goods and Services 75.6 73.2 64.0
Investment Income 16.1 10.9 15.6
Other 48.6 46.6 56.5
Total $ 602.0 $ 576.0 $ 606.2
Transfers from Other Government 11.9 10.5 25.7
Source: City of Surrey Finance Department
$0
$5
$10
$15
$20
$25
$30
$35
Residential Major Industry Light Industry Business
2021 Tax Rates
(per $1,000 assessed value)Burnaby Coquitlam New Westminster Delta Langley Township Surrey
75
MAJOR REVENUE SOURCES
City of Surrey | 2022—2026 Financial Plan | Financial Overview
2021 Assessment Roll and Taxation Comparison
The charts above represent assessment values and property taxes, including taxation
from other authorities such as the Provincial government, Metro Vancouver Regional
District, and TransLink among others. Assessed values are divided by 1,000 and then
multiplied by the applicable tax rate to determine the annual tax levy. As shown,
residential assessment values represent approximately 84.9% of total assessment value
in the City but represent only 64.4% of the total property taxes paid for 2021. The change
from the 71.0% for 2020 taxation represented by residential is attributed to the BC
government’s single year COVID-19 relief program that reduced School Tax property tax
rates for businesses by 50% and by 25% for industrial properties in 2020. This resulted in
the shift of taxation burden illustrated by the decreased percentage for residential
properties and the increased percentages for both business and industrial properties for
2021.
Source: City of Surrey Finance Department
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MAJOR REVENUE SOURCES
City of Surrey | 2022—2026 Financial Plan | Financial Overview
Source: City of Surrey Finance Department
COMPARATIVE CHARGES ON A SINGLE FAMILY DWELLING
Based on average assessment of the taxing authority
2021 PROPERTY TAXES BY CLASS ASSESSMENT CODES
Based on total taxes levied, including for other authorities, for the year 2021
($781,542,754.11)
Source: City of Surrey Finance Department
BurnabyLangley
Township
New
WestminsterRichmond Coquitlam Delta 2021 2020
%
Change
Average Assessment 1,523,022 $ 1,029,974 $ 1,174,085 $ 1,535,350 $ 1,240,202 $ 1,028,316 $ 1,166,370 $ 1,109,084 $ 5.2%
Levies
School 1,698 1,270 1,490 1,764 1,469 1,222 1,393 1,359 2.5%
BCA, MFA and Other 457 309 352 460 372 414 350 327 7.0%
MVRD 82 57 69 84 70 58 63 55 14.5%
2,237 1,636 1,911 2,308 1,911 1,694 1,806 1,741 3.7%
General 2,590 2,281 3,322 2,846 2,789 2,599 2,179 2,093 4.1%
Total Taxes 4,827 3,917 5,233 5,154 4,700 4,293 3,985 3,834 3.9%
User Rates
Total Res. User Fees 742 1,407 3,470 1,415 931 1,157 1,178 1,136 3.7%
Parcel Taxes 563 - - - 483 - 529 327 61.8%
Total User Rates 1,305 1,407 3,470 1,415 1,414 1,157 1,707 1,463 16.7%
Total Taxes and
User Rates6,132 $ 5,324 $ 8,703 $ 6,569 $ 6,114 $ 5,450 $ 5,692 $ 5,297 $ 7.5%
2021 Surrey
64.4%2.7%
0.7%
5.0%
27.1%
0.1%
Class 1 - Residential (64.4%)
Class 2 - Utilities (2.7%)
Class 4 - Major Industry (0.7%)
Class 5 - Light Industry (5.0%)
Class 6 - Business Other (27.1%)
Class 8 - Recreational Property,
Non-profit Organization (0.1%)
77
MAJOR REVENUE SOURCES
City of Surrey | 2022—2026 Financial Plan | Financial Overview
COMPARISON OF 2021 TAXES
Average Single Family Home
Surrey’s combined property taxes and utilities are among one of the lowest in the
region.
HOUSEHOLD EXPENDITURES VS CITY SERVICES
The graph below illustrates the cost of City services for the average single family
dwelling as compared with other household expenditures.
Source: City of Surrey Finance Department
Source: City of Surrey Finance Department
78
MAJOR REVENUE SOURCES
City of Surrey | 2022—2026 Financial Plan | Financial Overview
SALES OF GOODS AND SERVICES
Examples of Sales of Goods and Services include items such as:
• Secondary Suite Infrastructure Fees—fees charged on dwelling units in excess of
one located within a single family dwelling;
• Sales of goods and services from Parks and Recreation—fees collected from field
rental, program registration, memberships of gym and pools, and skate rentals;
• Administration fees — fees on Land Development construction and servicing
agreement processing;
• User fees — fees from recreation facilities, water, and solid waste removal;
• Permit fees — fees from building permits, electrical permits, and road closure
permits;
• Licence revenue — fees from business licenses; and
• Other significant fees — fees related to Police security clearance checks, medical
animal treatment, fire alarm response, tax inquiries, and other miscellaneous fees.
INVESTMENT INCOME
In 2021, the City’s investment portfolio achieved a return of 1.73%.
In its purchase of investments, the City is subject to the Community Charter as well as
its own Investment Policy, approved by Council on May 6, 2013. The policy provides a
framework for the City to maximize returns with minimal risk.
The City’s investments are classified as follows and depicted in charts by portfolio and
category on the following page:
Money Market Portfolio
Surrey’s Money Market Portfolio is
comprised of investments that will mature
within one year. This portfolio represents
44.0% of the City’s investments. Cash
Holdings account for 20.2% of the
investment portfolio.
Intermediate Portfolio
The Intermediate portfolio is comprised of
investments with a term greater than one
year and less than two years. This
portfolio represents 17.7% of the City’s
investments.
Bond Portfolio
The Bond portfolio is comprised of
investments with a term greater than two
years and less than ten years. This
portfolio represents 18.1% of the City’s
investments.
Portfolio Mix
The City’s investment portfolio consists of
securities purchased from Canadian
Schedule I Banks (57.1%), British
Columbia Credit Unions (22.7%), and Cash
Holdings (20.2%).
79
MAJOR REVENUE SOURCES
City of Surrey | 2022—2026 Financial Plan | Financial Overview
Source: City of Surrey Finance Department
20.2%
22.7%57.1%
City of Surrey Investments by CategoryDecember 31, 2021
Bank Balance
Credit Unions
Schedule I Banks
18.1%
17.7%
44.0%
20.2%
City of Surrey Investments by Portfolio December 31, 2021
Bonds
Intermediate
Money Market
Bank Balance
80
MAJOR REVENUE SOURCES
City of Surrey | 2022—2026 Financial Plan | Financial Overview
TRANSFER FROM OTHER GOVERNMENTS
Transfer from other governments represents grants and proceeds received from
federal, provincial or other government entities and examples include the following
items:
B.C. Casino Host Local Government
Revenue Sharing
The Province shares gambling revenue
with local governments that host casinos
and community gambling centres in BC
In accordance with the Host Financial
Assistance agreement between the
Province of BC and the City of Surrey,
the quarterly payout is based on 10% of
net distribution (after deducting direct
costs, facility operating expenses, and
corporate overhead & support) for the
Elements Casino situated in Cloverdale,
Surrey.
UBCM - Community Works Gas Tax
Fund
The Tripartite Agreement between
Canada-British Columbia and Union of
BC Municipalities provides Gas Tax
Funds in order to provide predictable,
long-term and stable funding to local
governments in BC for investments in
infrastructure and capacity building
projects.
Operating and Capital Government
Grants and Transfers
The City also grants in support of specific
departmental operations as well as
capital maintenance needs. Examples
include the following:
Federal Government Grants:
• Rapid Housing Initiative;
• Infrastructure Canada;
• Roads, Drainage;
• Keep of Prisoners;
• Summer students;
• SAFE program, and
• Child care
BC Provincial Government Grants:
• Traffic Fines Revenue Sharing;
• Flooding mitigation funding
• Library operating;
• Arts;
• BC One Card;
• Victim services; and
• Child care and seniors
TransLink:
• Arterial widening and intersections
improvements;
• Arterial paving; and
• Bicycle network and other transit
projects
81
DEBT
City of Surrey | 2022—2026 Financial Plan | Financial Overview
The Province of BC limits municipalities, by legislation, on the amount of long-term
borrowing they can maintain under section 174 of the Community Charter. This limit
provides that a municipality’s cost to service their debt cannot exceed 25% of “annual
revenues”, as defined by the legislation. As at December 31, 2021, the City’s total
debt servicing cost is only $15.4M while “annual calculation revenue” is $884.3M,
resulting in an overall debt servicing cost to revenue percentage of 1.7%. This has
minimal impact to the City’s current operations and cash flow.
Under Surrey’s principles for financial planning, the City continues to target total debt
service costs to below five percent of annual expenditures and continues to use a
“pay-as-you-go” approach to finance the majority of its capital works projects. Any
debt required should only be for major capital works projects, such as recreational
and cultural facilities, and not for on-going operations. The “pay-as-you-go” approach
employed by Surrey has two significant benefits: it preserves flexibility for the City by
allowing it to avoid fixed debt costs and interest charges; and is particularly
appropriate in a growing municipality where development can be funded through
developer contributions and an increased tax base.
As at December 31, 2021, the City’s total debt is comprised of the following
breakdown:
The City of Surrey’s gross borrowing capacity, based on the criteria under section 174
of the Community Charter, equates to approximately $2.3 billion of debt, while
outstanding consolidated external borrowing on December 31, 2021 was
$357.0 million. Of this external borrowing, $311.6 million relates to debt acquired
through the Municipal Finance Authority of BC (“MFA”) for long-term capital projects.
The Loans Payable balance of $45.4 million is comprised of $34.2 million of 25-year
capital financing for the Surrey Biofuel Facility and a $11.2 million 25-year mortgage
issued for the acquisition of the Cedar Hills Shopping Plaza.
82
DEBT
City of Surrey | 2022—2026 Financial Plan | Financial Overview
The City has previously undertaken significant capital investments to meet the
needs of our growing community. The 2022 – 2026 Financial Plan advances the
capital initiatives of the Surrey Invests program that will deliver amenities and
infrastructure which will benefit everyone who lives, works, or plays in Surrey. The
2022 – 2026 Financial Plan includes enhanced investment in the Newton Community
Centre, which will now include a 50-meter swimming pool. The current Financial
Plan also provides additional investments for the Bear Creek Park Athletics Centre
and Cloverdale Sport and Ice Complex.
$150.6M in external borrowing, provided through the MFA Long-Term Borrowing
program, was accessed in 2021 to fund three major capital projects. In addition to
this external borrowing, various other sources will be required to fund capital
projects including, Community Amenity Contributions, contributions from General
Operating, City Reserves, Gaming Revenue, and External Contributions (Grants).
MFA has operated as a cooperative municipal bank for BC’s local governments since
1970. They were formed under the Municipal Finance Authority Act, but operate
independently of the Province of BC.
MFA currently holds the highest credit rating possible from three major rating
agencies:
Commercial Paper Debenture Debt Reports
Moody's Investor Service P-1 Aaa (Stable) 2021
Standard & Poor's A-1+ AAA (Stable) 2021
Fitch Ratings not rated AAA (Stable) 2021
83
SOURCE AND APPLICATION OF FUNDS
City of Surrey | 2022—2026 Financial Plan | Financial Overview
Source: City of Surrey Finance Department
Source: City of Surrey Finance Department
38.6%
21.3%
9.4%
8.2%0.9% 7.6%
4.1%
9.9%
2021 Budget: Where the Money Comes From
Taxation for City Purposes 38.6% Sales of goods and services 21.3%
Development cost charges 9.4% Developer contributions 8.2%
Investment income 0.9% Transfers from other government 7.6%
Other 4.1% Borrowing Proceeds 9.9%
29.5%
16.9%
12.5%
9.3%5.4%
4.0%
3.7%
2.4%
16.3%
2021 Budget: Where the Money Goes
Protection 29.5% Water, sewer and drainage 16.9%
Parks, Recreation and Culture 12.5% General government 9.3%
Public works 5.4% Solid Waste 4.0%
Planning and Development 3.7% Library services 2.4%
Amortization 16.3%
84
SOURCE AND APPLICATION OF FUNDS
City of Surrey | 2022—2026 Financial Plan | Financial Overview
Source: City of Surrey Finance Department
Source: City of Surrey Finance Department
41.7%
23.6%
10.3%12.7%
1.3%
4.4%
4.4%
1.6%
2022 Budget: Where the Money Comes From
Taxation for City Purposes 41.7% Sales of goods and services 23.6%
Development cost charges 10.3% Developer contributions 12.7%
Investment income 1.3% Transfers from other government 4.4%
Other 4.4% Borrowing Proceeds 1.6%
29.4%
17.1%
12.1%
9.8%5.6%
4.1%
3.6%
2.3%
16.0%
2022 Budget: Where the Money Goes
Protection 29.4% Water, sewer and drainage 17.1%
Parks, Recreation and Culture 12.1% General government 9.8%
Public works 5.6% Solid Waste 4.1%
Planning and Development 3.6% Library services 2.3%
Amortization 16.0%
85
OVERVIEW OF FUND STRUCTURE
City of Surrey | 2022—2026 Financial Plan | Financial Overview
The City maintains three major fund types in order to facilitate the delivery of
operating and capital budgetary needs. These are: Operating, Capital and Reserve
funds.
The City’s Reserve Funds along with appropriated surplus reserves, which are
established by Council, and committed funds assist with the long term financial
stability and financial planning. Adequate levels of these various Reserve Funds,
appropriated surplus reserves and committed funds provide financial flexibility,
mitigate risks such as weather uncertainties, and help ensure the ongoing viability
and stability of the City. These also provide leverage to enhance and sustain the City’s
infrastructure needs and assist in supporting programs and municipal services to the
community.
The 2022 - 2026 Financial Plan consolidates the results of the City’s Operating, Capital,
and Reserve Funds, as well as the surplus equity of the Surrey City Development
Corporation and the Surrey Homelessness and Housing Society.
Following are descriptions of these three major fund types along with a listing of
funds within each type, a table illustrating the relationship between funds and
departments, and the reserve fund, fund surpluses and deferred development cost
charges schedule that illustrates budgeted balances over the five year financial plan.
OPERATING FUNDS
Operating funds are used to report the operating activities of the City. These are the
primary funds for operational related municipal services and departments.
Operating funds include the following:
CAPITAL FUNDS
Capital funds are used to record the acquisition of capital assets, amortization and any
related long-term debt.
Capital funds include the following:
• General • Surrey City Energy • Surrey Public Library
• Solid Waste • Water • Surrey Police Service
• Roads & Traffic Safety • Sewer
• Parking • Drainage
• General • Surrey City Energy • Surrey Public Library
• Solid Waste • Water • Surrey Police Service
• Roads & Traffic Safety • Sewer
• Parking • Drainage
86
OVERVIEW OF FUND STRUCTURE
City of Surrey | 2022—2026 Financial Plan | Financial Overview
RESERVE FUNDS
Under the Community Charter, City Council may use bylaws to establish Reserve
Funds for specified purposes. In addition, the Community Charter also provides for the
establishment of statutory Reserve Funds, these are identified in the listing below.
Money in a special Reserve Fund and the interest earned on it may only be used for
the purpose for which the fund was established. If the amount in a Reserve Fund is
greater than required, City Council may, by bylaw, transfer all or part of the amount to
another Reserve Fund.
Surrey currently has the following Reserve Funds:
TRUST FUNDS
In addition to the three major fund types above, the City maintains trust funds that are
not included in the 2022—2026 Financial Plan or the City’s annual financial statements.
Trust funds contain assets which are to be administered as directed by agreement or
statute for certain beneficiaries. There are two trust funds: Employee Benefits Fund;
and, Cemetery Perpetual Care Fund.
DEPARTMENTAL/FUND RELATIONSHIP AND RELATED SCHEDULE
The following pages provide a table illustrating the relationship between funds and
departments, and the reserve fund, fund surpluses and deferred development cost
charges schedule illustrating budgeted balances over the five year financial plan.
• Capital Legacy;
• Municipal Land (Statutory);
• Equipment and Building Replacement;
• Neighbourhood Concept Plan;
• Park land Acquisition (Statutory);
• Local Improvement Financing;
• Environmental Stewardship;
• Parking Space (Statutory);
• Water Claims;
• Affordable Housing;
• Capital Projects Reserve; and
• Development Cost Charges (Statutory).
87
OVERVIEW OF FUND STRUCTURE
Departmental/Fund Relationship Matrix
City of Surrey | 2022—2026 Financial Plan | Financial Overview
Reserve
Funds
Department Op.Cap. Op.Cap. Op.Cap. Op.Cap. Op.Cap. Op.Cap. Op.Cap. Op. Cap. Op.Cap. Op.Cap.
General Operating
Mayor, Council & Grants City Manager Corporate Services Engineering Services Finance Fire Invest. & Intergovt. Rel. Parks, Recreation & Culture Planning & Development Police Surrey Public Library
Utilities Operating
Drainage Parking Transportation Sewer Solid Waste Surrey City Energy Water
Capital Program
General Library Police Drainage Parking Roads & Traffic Safety Sewer Solid Waste Surrey City Energy Water
Legend: Op. - represents Operating Fund Type.Cap. - represents Capital Fund Type.Reserve Funds - represents all reserves as established by bylaws.
Funds / Fund Types
Surrey
City
Energy
WaterGeneral
Surrey
Public
Library
DrainageParking
Roads &
Traffic
Safety
SewerSolid
Waste
Surrey
Police
Service
88
OVERVIEW OF FUND STRUCTURES
Reserve Funds, Fund Surpluses and Deferred Developer Cost Charges (in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
2020 2021 2021 2022 2023 2024 2025 2026
ACTUAL ACTUAL BUDGET PLAN PLAN PLAN PLAN PLAN
Reserve Funds
Capital legacy 47,847$ 48,981$ 48,981$ 49,317$ 49,679$ 50,020$ 50,340$ 50,640$
Municipal land 53,947 63,463 63,463 69,894 54,765 56,992 59,219 61,447
Equipment and building replacement 25,714 29,067 29,067 37,959 30,717 29,322 26,655 25,826
Neighbourhood Concept Plans 28,003 31,227 31,227 41,618 46,422 54,138 59,873 65,643
Park land acquisition 17,408 4,651 4,651 13,600 13,634 14,418 14,954 15,241
Local improvement financing 17,417 17,803 17,803 18,104 18,149 18,194 18,239 18,285
Environmental stewardship 6,809 6,855 6,855 6,945 6,912 6,879 6,846 6,813
Parking space 2,651 3,089 3,089 3,746 4,255 4,666 5,078 5,491
Water claims 1,362 1,378 1,378 1,382 1,385 1,388 1,391 1,394
Affordable housing 591 1,058 1,058 2,100 3,105 4,113 5,123 6,136
Capital Projects - 1,108 1,108 30,412 30,488 30,564 30,640 30,717
201,749 208,680 208,680 275,077 259,511 270,694 278,358 287,633
Internal Borrowing (144,237) (149,909) (149,909) (126,035) (111,648) (96,950) (79,170) (62,989)
Appropriated Surplus and Committed Funds
Infrastructure replacement (14,546) (3,687) (3,687) 19,616 34,445 47,675 64,793 83,767
Revenue stabilization 13,490 13,490 13,490 13,490 13,490 13,490 13,490 13,490
Self insurance 13,253 12,825 12,825 12,328 11,600 10,872 9,480 8,088
Operating contingency and emergencies 8,276 8,607 8,607 8,610 8,610 8,610 8,610 8,610
Environmental emergencies 7,082 7,082 7,082 7,210 7,210 7,210 7,210 7,210
General operating 82,545 172,984 172,984 202,042 191,282 178,976 166,426 153,632
Roads & traffic operating and capital 17,020 25,360 25,360 30,153 27,968 25,348 23,151 20,891
Parking Operating and capital 370 341 341 339 688 609 549 386
Drainage operating and capital 8,918 10,608 10,608 11,658 13,353 12,422 12,249 12,104
Sewer operating and capital 18,382 15,820 15,820 15,796 9,920 2,715 1,803 1,593
Surrey City Energy 3,762 3,168 3,168 4,817 4,492 4,059 3,525 2,893
Water operating and capital 29,096 21,379 21,379 23,506 17,181 10,538 10,386 10,252
187,648 287,977 287,977 349,565 340,239 322,524 321,672 322,916
Other
Deferred Development Cost Charges 308,492 314,510 314,510 371,704 373,003 374,369 375,690 377,172
308,492 314,510 314,510 371,704 373,003 374,369 375,690 377,172
Opening Reserve Balance 553,652$ 661,258$ 661,258$ 870,311$ 861,105$ 870,637$ 896,550$ 924,732$
Increases to Reserves
Investment Income 5,414 1,730 2,029 1,820 1,751 1,738 1,757 1,774
Operating Reserves & Surplus Contributions 214,636 297,374 184,129 196,257 160,430 170,629 166,239 155,216
Development Cost Charges (DCC) 60,349 101,341 56,100 78,200 90,100 90,400 83,500 92,400
Neighbourhood Concept Plan (NCP) 5,910 11,163 1,100 7,800 7,800 7,800 7,800 7,800
Asset Proceeds 1,539 1,539 2,000 2,000 2,000 2,000 2,000 2,000
Repayment of Internal Borrowing 12,355 25,083 14,449 14,387 14,698 17,780 16,181 16,221
300,203$ 438,230$ 259,807$ 300,464$ 276,779$ 290,347$ 277,477$ 275,411$
Decreases to Reserves
Capital Expenditures from Reserves (38,729) (45,002) (18,034) (93,418) (35,503) (37,021) (36,427) (39,747)
Capital Expenditures from DCCs (53,777) (43,397) (55,881) (77,833) (89,666) (90,016) (82,958) (91,853)
Capital Expenditures from NCPs (2,997) (878) (1,100) (3,100) (200) (2,200) (2,180) (200)
Use of Internal Borrowing (18,027) (1,209) (8,292) - - - - -
Operating Reserves & Surplus Expenditures (79,067) (138,691) (177,154) (135,319) (141,878) (135,197) (127,730) (116,608)
(192,597)$ (229,177)$ (260,461)$ (309,670)$ (267,247)$ (264,434)$ (249,295)$ (248,408)$
Net Increase(Decrease) to Reserve 107,606$ 209,053$ (654)$ (9,206)$ 9,532$ 25,913$ 28,182$ 27,003$
Ending Reserve Balance 661,258$ 870,311$ 660,604$ 861,105$ 870,637$ 896,550$ 924,732$ 951,735$
Classification Adjustments and Other Entities
Development Cost Charges (314,510) (371,704) (315,797) (373,003) (374,369) (375,690) (377,172) (378,661)
Surrey City Development Corporation (19,213) (15,252) (19,213) (15,252) (15,252) (15,252) (15,252) (15,252)
Surrey Homelessness & Housing Society 3,710 3,161 3,747 3,193 3,225 3,257 3,290 3,323
Innovation Boulevard 5 - - - - - - -
Inventory 988 1,195 998 1,207 1,219 1,231 1,243 1,255
Prepaid Expenses 5,352 6,776 5,406 6,844 6,912 6,981 7,051 7,122
Equity in Tangible Capital Assets 9,274,747 9,423,366 9,353,970 9,502,589 9,562,228 9,612,406 9,673,704 9,710,003
Total Accumulated Surplus 9,612,337$ 9,917,853$ 9,689,715$ 9,986,683$ 10,054,600$ 10,129,483$ 10,217,596$ 10,279,525$
Note:The following are Appropriated Surplus funds that may exist in any of the following City's funds -
Infrastructure replacement Operating FundsRevenue stabilization Operating FundsSelf insurance Operating FundsOperating contingency and emergencies Operating FundsEnvironmental emergencies Operating Funds
The following are Committed funds that are specific to the noted City's funds - General operating General Operating FundRoads & traffic operating and capital Roads & Traffic Safety Operating FundSewer & drainage operating and capital Sewer Operating Fund as well as Drainage Operating FundSurrey City Energy Surrey City Energy Operating Fund Water operating and capital Water Operating Fund
89
CONSOLIDATED FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Taxation
General Operating 709,658$ 860,676$ 791,403$ 841,212$ 861,783$ 883,038$ 905,001$ 927,703$
Utilities Operating 72,127 73,980 73,300 74,681 76,461 78,416 80,423 82,510
Gross Taxation 781,785 934,656 864,703 915,893 938,244 961,454 985,424 1,010,213
Less: Collection for Other Authorities (318,704) (416,256) (356,631) (391,364) (395,276) (399,228) (403,218) (407,249)
463,081 518,400 508,072 524,529 542,968 562,226 582,206 602,964
Sale of Goods and Services
General Operating 54,563 64,027 73,240 75,613 77,612 79,719 81,904 84,170
Utilities Operating 200,811 213,092 207,215 220,857 243,515 270,748 304,050 352,522
Reserves and Capital 101 167 - - - - - -
Other Entities (including Consolidation adjustments) (922) (1,296) - - - - - -
254,553 275,990 280,455 296,470 321,127 350,467 385,954 436,692
Development Cost Charges 55,377 44,991 124,236 129,198 144,143 148,797 137,863 149,850
Developer Contributions
Developer Contributions 138,603 160,616 104,961 101,108 101,125 101,142 101,160 101,178
Capital External Sources 5,989 2,153 - - - - - -
Capital NCP Reserve Funds 5,910 11,163 1,100 3,100 200 2,200 2,180 200
Capital CAC & Bonus Density Contributions 1,108 29,476 2,350 46,000 11,000 11,000 12,000 12,000
Capital Cash in lieu of Parkland 4,321 4,812 - 10,000 10,250 10,500 10,750 11,000
155,931 208,220 108,411 160,208 122,575 124,842 126,090 124,378
Investment Income
General Operating 15,870 15,602 10,920 16,066 16,169 16,276 16,383 16,490
Utilities Operating 915 318 496 260 467 701 984 1,333
Reserves and Capital 2,804 2,192 324 272 264 269 269 274
Other Entities (including Consolidation adjustments) (182) (97) 255 225 225 225 225 225
19,407 18,015 11,995 16,823 17,125 17,471 17,861 18,322
Transfers from Other Governments
General Operating 28,113 25,641 10,448 11,919 13,068 14,155 14,176 14,198
Utilities Operating 6,059 7,767 6,674 7,211 7,347 7,486 7,628 7,773
Reserves and Capital 8,996 16,431 82,302 36,411 46,508 33,240 27,080 24,726
43,168 49,839 99,424 55,541 66,923 54,881 48,884 46,697
Other Revenue
General Operating 57,823 56,051 46,635 48,582 50,188 51,831 52,937 54,073
Utilities Operating 4,456 4,765 4,041 4,378 4,553 4,689 4,832 4,982
Reserves and Capital - Gain on Sale of Assets 10,391 11,209 2,000 2,000 2,000 2,000 2,000 2,000
Other Entities (including Consolidation adjustments) (12,558) (4,359) 246 200 204 208 212 216
60,112 67,666 52,922 55,160 56,945 58,728 59,981 61,271
Borrowing Proceeds - 150,600 130,000 20,600 - - - -
1,051,629$ 1,333,721$ 1,315,515$ 1,258,529$ 1,271,806$ 1,317,412$ 1,358,839$ 1,440,174$
90
CONSOLIDATED FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
2020 2021 2021 2022 2023 2024 2025 2026
EXPENDITURE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Departmental Expenditures
General Operating - Departmental Expenditures 418,352$ 504,300$ 493,815$ 508,445$ 516,855$ 528,441$ 540,144$ 549,471$
General Operating - Council Initiative Fund 11 14 260 260 260 260 260 260
Utilities Operating Expenditures 211,655 222,183 218,745 234,497 255,576 278,564 305,352 346,568
Capital - Amortization 136,354 142,707 142,206 144,029 145,204 148,779 148,602 147,489
Other Entities (including Consolidation adjustments) 3,070 (980) 1,240 1,153 1,030 1,035 834 838
769,442 868,224 856,266 888,384 918,925 957,079 995,192 1,044,626
Fiscal Services & Debt Interest
General Operating 7,887 7,611 7,253 9,508 9,220 7,932 7,938 9,209
Utilities Operating 1,814 1,770 1,770 1,724 1,675 1,623 1,569 1,513
9,701 9,381 9,023 11,232 10,895 9,555 9,507 10,722
Capital Expenditures
Capital 244,586 211,542 510,721 478,898 402,682 404,470 375,748 372,150
Contributed Assets 138,603 160,616 100,000 100,000 100,000 100,000 100,000 100,000
Other Entities (including Consolidation adjustments) 8,263 472 1,600 436 445 454 463 472
391,452 372,630 612,321 579,334 503,127 504,924 476,211 472,622
Municipal Debt Principal
General Operating 4,682 4,682 4,682 9,514 9,895 10,014 10,014 10,014
Utilities Operating 844 888 888 935 983 1,035 1,089 1,146
5,526 5,570 5,570 10,449 10,878 11,049 11,103 11,160
Transfer To (From) Capital Sources
General Operating (65,997) (126,357) 73,958 51,007 49,845 49,216 41,181 38,268
Utilities Operating (57,693) (67,435) 57,177 55,044 58,843 64,135 70,536 76,385
Internal Borrowing To/(From) Reserves (5,672) 23,874 1,049 14,721 14,996 18,042 16,398 16,398
Reserves and Capital 25,720 149,452 (254,894) (323,846) (282,021) (293,743) (280,708) (268,089)
(103,642) (20,466) (122,710) (203,074) (158,337) (162,350) (152,593) (137,038)
Transfer To (From) Operating Sources
General Operating 50,394 (36,810) (5,002) 8,573 22,473 31,886 51,248 65,765
Utilities Operating 13,284 7,966 13,886 16,295 16,391 17,825 20,531 24,686
Other Reserve Funds (72,219) 98,096 (1,500) (1,500) (1,500) (1,500) (1,500) (1,500)
Other Entities (including Consolidation adjustments) (12,309) 29,130 (2,339) (1,164) (1,046) (1,056) (860) (869)
(20,850) 98,382 5,045 22,204 36,318 47,155 69,419 88,082
Unspecified Capital Budget Authority - - (50,000) (50,000) (50,000) (50,000) (50,000) (50,000)
1,051,629$ 1,333,721$ 1,315,515$ 1,258,529$ 1,271,806$ 1,317,412$ 1,358,839$ 1,440,174$
91
CONSOLIDATED FINANCIAL SUMMARY—DEPARTMENTS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
2020 2021 2021 2022 2023 2024 2025 2026
NET DEPARTMENTAL ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
GENERAL OPERATING FUND
Mayor, Council & Grants 3,262$ 3,298$ 3,605$ 2,918$ 2,924$ 2,930$ 2,936$ 2,942$
City Manager 1,114 1,113 1,550 1,565 1,568 1,571 1,574 1,577
Corporate Services 39,010 39,065 38,159 38,686 38,594 38,494 38,385 38,267
Engineering Services 2,983 321 4,608 4,320 4,325 4,402 4,481 4,562
Finance 9,240 8,141 10,675 11,558 11,673 11,787 11,900 12,012
Fire 64,053 65,844 65,761 66,178 66,206 66,231 66,253 66,272
Investment & Intergov. Relations 1,369 1,266 1,651 1,658 1,660 1,662 1,664 1,666
Parks, Recreation & Culture 59,869 62,703 71,141 72,560 72,457 73,595 78,215 79,366
Planning & Development 2,861 (4,376) 8,707 8,810 8,129 7,432 6,719 5,983
Police 166,076 205,232 184,062 194,807 202,465 211,015 216,160 221,459
Surrey Public Library 14,078 19,373 19,373 19,754 19,813 19,873 19,932 19,992
General Operating Contingency (1,752) 16,632 1,536 1,536 1,536 1,536 1,536 1,536
UTILITIES OPERATING FUNDS
Drainage Operations 8,734 12,589 13,565 14,243 14,431 14,583 14,882 15,185
Parking Authority (2,185) (2,399) (2,737) (1,677) (2,004) (2,009) (2,018) (2,028)
Roads & Traffic Operations 16,712 23,128 24,995 26,720 27,146 27,622 28,101 28,587
Sewer Operations (6,576) (7,764) (2,057) (6,186) (9,589) (13,831) (19,667) (25,610)
Solid Waste Operations (9,589) (10,002) (10,381) (9,646) (8,396) (8,847) (9,352) (9,915)
Surrey City Energy (503) (873) (982) (1,645) (2,430) (3,134) (3,731) (5,047)
Water Operations (13,319) (18,143) (17,832) (17,346) (17,508) (17,137) (17,750) (18,241)
AMORTIZATION EXPENSE 136,354 142,707 142,206 144,029 145,204 148,779 148,602 147,489
491,791$ 557,855$ 557,605$ 572,842$ 578,204$ 586,554$ 588,822$ 586,054$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (229,174)$ (248,558)$ (254,945)$ (269,853)$ (293,830)$ (322,455)$ (357,188)$ (407,133)$
Transfers from Other Government (16,337) (18,466) (14,794) (15,331) (15,467) (15,606) (15,748) (15,893)
Grants, Donations and Other (46,549) (48,367) (38,127) (39,059) (40,216) (41,357) (42,534) (43,748)
(292,060) (315,391) (307,866) (324,243) (349,513) (379,418) (415,470) (466,774)
Expenditures
Salaries and Benefits 265,857 287,730 344,635 357,435 378,667 455,034 460,444 466,103
Operating Costs 520,927 604,822 528,374 549,531 556,522 517,443 549,812 593,036
Internal Services Used 89,178 90,883 85,123 74,527 77,404 78,718 79,795 80,896
Internal Services Recovered (95,532) (99,897) (96,040) (86,329) (86,782) (87,232) (87,704) (88,188)
External Recoveries (14,069) (14,348) (7,326) (8,193) (8,176) (8,179) (8,249) (8,319)
766,361 869,190 854,766 886,971 917,635 955,784 994,098 1,043,528
Net Operations Total 474,301 553,799 546,900 562,728 568,122 576,366 578,628 576,754
Transfers
To (From) Capital Sources (6,768) 4,142 13,059 11,763 10,825 10,925 10,925 10,925
To (From) Operating Sources 24,258 (86) (2,354) (1,649) (743) (737) (731) (1,625)
17,490 4,056 10,705 10,114 10,082 10,188 10,194 9,300
491,791$ 557,855$ 557,605$ 572,842$ 578,204$ 586,554$ 588,822$ 586,054$
92
CONSOLIDATED FINANCIAL SUMMARY—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
2021 ADOPTED BUDGET $ -
REVENUES
Taxation
General Operating
Assessment Growth ……………………………… 1,843$
Taxation Rate Increase ……………………………… 11,618
Other Assessment Adjustments ……………………………… 1,131
Capital Parcel Tax ……………………………… 494
Grants in lieu ……………………………… (10) 15,076$
Utilities 1,381 16,457
Sale of Goods and Services
General Operating
Corporate ……………………………… 1,107
City Manager ……………………………… -
Corporate Services (including Bylaws) ……………………………… (358)
Engineering Services ……………………………… 162
Finance ……………………………… 12
Fire ……………………………… 1,309
Parks, Recreation & Culture ……………………………… 4
Planning & Development ……………………………… 102
Police ……………………………… 35
Surrey Public Library ……………………………… - 2,373
Utilities 13,642
Reserves and Capital/Other Entities - 16,015
Development Cost Charges and Developer Contributions 56,759
Investment Income 4,828
Transfers from Other Governments
General Operating
Corporate ……………………………… 1,471 1,471
Utilities 537
Reserves and Capital/Other Entities (45,891) (43,883)
Other Revenue
General Operating
Corporate ……………………………… 1,279
Corporate Services (including Bylaws) ……………………………… 650
Engineering Services ……………………………… (110)
Finance ……………………………… (104)
Planning & Development ……………………………… 488
Surrey Public Library ……………………………… (256) 1,947
Utilities 337
Reserves and Capital/Other Entities (46) 2,238
Borrowing Proceeds (109,400)
Total Change in Revenue $ (56,986)
93
CONSOLIDATED FINANCIAL SUMMARY—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
EXPENDITURES
Departmental Expenditures
General Operating
Mayor, Council & Grants ……………………………… (687)$
City Manager ……………………………… 15
Corporate Services (including Bylaws) ……………………………… 1,719
Engineering Services ……………………………… (82)
Finance ……………………………… 291
Fire ……………………………… 1,646
Investment & Intergovernmental Relations ……………………………… 7
Parks, Recreation & Culture ……………………………… 1,423
Planning & Development ……………………………… 693
Police ……………………………… 9,480
Surrey Public Library ……………………………… 125
Operating Contingency ……………………………… -
Council Initiative Fund ……………………………… - 14,630
Utilities 15,752
Amortization 1,823
Other Entities (87) 32,118
Fiscal Services & Debt Interest 2,209
Capital Expenditures (32,987)
Municipal Debt Principal 4,879
Transfer To (From) Capital Sources / Transfer To (From) Operating Sources (63,205)
Unspecified Capital Budget Authority -
Total Change in Expenditures $ (56,986)
2022 BUDGET -$
94
CONSOLIDATED FINANCIAL SUMMARY—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
2022 ADOPTED BUDGET -$
REVENUES
Taxation
General Operating
Assessment Growth ……………………………… 16,253$
Taxation Rate Increase ……………………………… 51,190
Other Assessment Adjustments ……………………………… (400)
Capital Parcel Tax ……………………………… 1,574
Grants in lieu ……………………………… 1,989 70,606$
Utilities 7,829 78,435
Sale of Goods and Services
General Operating
Corporate Services (including Bylaws) ……………………………… 154
Engineering Services ……………………………… 718
Finance ……………………………… 158
Fire ……………………………… 446
Parks, Recreation & Culture ……………………………… 3,671
Planning & Development ……………………………… 349
Police ……………………………… 119
Corporate ……………………………… 2,942 8,557
Utilities 131,665
Reserves and Capital/Other Entities - 140,222
Development Cost Charges and Developer Contributions (15,178)
Investment Income 1,499
Transfers from Other Governments
General Operating
Police ……………………………… -
Corporate ……………………………… 2,279 2,279
Utilities 562
Reserves and Capital/Other Entities (11,685) (8,844)
Other Revenue
General Operating
Corporate Services (including Bylaws) ……………………………… 1,085
Engineering Services ……………………………… 300
Parks, Recreation & Culture ……………………………… 19
Planning & Development ……………………………… 2,747
Corporate ……………………………… 1,340 5,491
Utilities 604
Reserves and Capital/Other Entities 16 6,111
Borrowing Proceeds (20,600)
Total Change in Revenue $ 181,645
95
CONSOLIDATED FINANCIAL SUMMARY—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Financial Overview
EXPENDITURES
Departmental Expenditures
General Operating
Mayor, Council & Grants ……………………………… 24$
City Manager ……………………………… 12
Corporate Services (including Bylaws) ……………………………… 820
Engineering Services ……………………………… 1,260
Finance ……………………………… 612
Fire ……………………………… 540
Investment & Intergovernmental Relations ……………………………… 8
Parks, Recreation & Culture ……………………………… 10,496
Planning & Development ……………………………… 245
Police ……………………………… 26,771
Surrey Public Library ……………………………… 238
Council Initiative Fund ……………………………… - 41,026
Utilities 112,071
Amortization 3,460
Other Entities (315) 156,242
Fiscal Services & Debt Interest (510)
Capital Expenditures (106,712)
Municipal Debt Principal 711
Transfer To (From) Capital Sources / Transfer To (From) Operating Sources 131,914
Unspecified Capital Budget Authority -
Total Change in Expenditures $ 181,645
2026 BUDGET -$
96
CONSOLIDATED FINANCIAL PLAN BYLAW, 2021, NO. 20484
City of Surrey | 2022—2026 Financial Plan | Financial Overview
97
CONSOLIDATED FINANCIAL PLAN BYLAW, 2021, NO.20484
City of Surrey | 2022—2026 Financial Plan | Financial Overview
98
CONSOLIDATED FINANCIAL PLAN BYLAW, 2021, NO. 20484
City of Surrey | 2022—2026 Financial Plan | Financial Overview
99
CONSOLIDATED FINANCIAL PLAN BYLAW, 2021, NO.20484
City of Surrey | 2022—2026 Financial Plan | Financial Overview
100
CONSOLIDATED FINANCIAL PLAN BYLAW, 2021, NO. 20484
City of Surrey | 2022—2026 Financial Plan | Financial Overview
101
CONSOLIDATED FINANCIAL PLAN BYLAW, 2021, NO.20484
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102
CONSOLIDATED FINANCIAL PLAN BYLAW, 2021, NO. 20484
City of Surrey | 2022—2026 Financial Plan | Financial Overview
CITY OF SURREY
Bylaw 20484
Consolidated Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Property Tax Levy 400,582,000$ 416,751,000$ 433,559,000$ 451,033,000$ 469,199,000$
Roads & Traffic Safety Levy 31,233,000 31,545,000 31,860,000 32,178,000 32,499,000
Other Property Value Taxes 511,000 420,000 442,000 452,000 474,000
Revenues from Property Value Taxes 432,326,000 448,716,000 465,861,000 483,663,000 502,172,000
General - Capital Parcel Tax 49,266,000 49,756,000 50,251,000 50,750,000 51,255,000
Utilities - Drainage Parcel Tax 42,937,000 44,496,000 46,114,000 47,793,000 49,537,000
Revenues from Parcel Taxes 92,203,000 94,252,000 96,365,000 98,543,000 100,792,000
Taxation Revenues 524,529,000 542,968,000 562,226,000 582,206,000 602,964,000
Revenues from Fees 296,470,000 321,127,000 350,467,000 385,954,000 436,692,000
Development Cost Charges 129,198,000 144,143,000 148,797,000 137,863,000 149,850,000
Developer Contributions 160,208,000 122,575,000 124,842,000 126,090,000 124,378,000
Investment Income 16,823,000 17,125,000 17,471,000 17,861,000 18,322,000
Transfers from Other Governments 55,541,000 66,923,000 54,881,000 48,884,000 46,697,000
Other Revenue 55,160,000 56,945,000 58,728,000 59,981,000 61,271,000
Revenues from Other Sources 416,930,000 407,711,000 404,719,000 390,679,000 400,518,000
Borrowing Proceeds 20,600,000 - - - -
TOTAL FUNDING SOURCES 1,258,529,000$ 1,271,806,000$ 1,317,412,000$ 1,358,839,000$ 1,440,174,000$
PROPOSED EXPENDITURES
Police Services 202,579,000$ 210,686,000$ 219,701,000$ 225,107,000$ 230,570,000$
Fire Services 71,585,000 71,855,000 72,217,000 72,644,000 73,064,000
Parks, Recreation & Culture 130,435,000 131,815,000 134,882,000 140,347,000 142,175,000
General Government 84,851,000 84,197,000 84,603,000 84,109,000 84,814,000
Planning & Development 33,238,000 33,293,000 33,348,000 33,383,000 33,448,000
Surrey Public Library 23,445,000 23,326,000 23,215,000 23,111,000 23,150,000
Engineering Services 95,607,000 96,884,000 98,589,000 99,448,000 98,697,000
Water, Sewer & Drainage 200,524,000 217,267,000 238,479,000 262,548,000 302,227,000
Solid Waste Expenditures 40,119,000 42,552,000 43,783,000 45,034,000 46,339,000
Surrey City Energy 4,675,000 5,724,000 6,936,000 8,135,000 8,816,000
Operating Contingency 1,326,000 1,326,000 1,326,000 1,326,000 1,326,000
Total Expenditures 888,384,000 918,925,000 957,079,000 995,192,000 1,044,626,000
Fiscal Services & Debt Interest 11,232,000 10,895,000 9,555,000 9,507,000 10,722,000
Capital Expenditures - Prior Years 110,515,000 92,927,000 93,339,000 86,711,000 85,881,000
Capital Expenditures - Contributed 100,000,000 100,000,000 100,000,000 100,000,000 100,000,000
Capital Expenditures - Current Years 368,819,000 310,200,000 311,585,000 289,500,000 286,741,000
Capital Expenditures 579,334,000 503,127,000 504,924,000 476,211,000 472,622,000
Municipal Debt Repayment 10,449,000 10,878,000 11,049,000 11,103,000 11,160,000
TOTAL EXPENDITURES 1,489,399,000$ 1,443,825,000$ 1,482,607,000$ 1,492,013,000$ 1,539,130,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds (123,253,000) (122,506,000) (131,869,000) (125,041,000) (110,318,000)
Internal Borrowing To/(From) Reserves 14,721,000 14,996,000 18,042,000 16,398,000 16,398,000
Transfers To/(From) Reserves (95,288,000) (51,328,000) (48,702,000) (44,106,000) (43,249,000)
Utilities Transfers To/(From) Reserves 746,000 501,000 179,000 156,000 131,000
Transfers To/(From) Reserve Funds (79,821,000) (35,831,000) (30,481,000) (27,552,000) (26,720,000)
Transfers To/(From) Capital Sources (203,074,000)$ (158,337,000)$ (162,350,000)$ (152,593,000)$ (137,038,000)$
Transfers To/(From) Operating Sources 22,204,000$ 36,318,000$ 47,155,000$ 69,419,000$ 88,082,000$
Unspecified Capital Budget Authority (50,000,000) (50,000,000) (50,000,000) (50,000,000) (50,000,000)
TOTAL TRANSFERS BETWEEN SOURCES (230,870,000)$ (172,019,000)$ (165,195,000)$ (133,174,000)$ (98,956,000)$
BALANCED BUDGET -$ -$ -$ -$ -$
103
OVERVIEW
City of Surrey | 2022—2026 Financial Plan | General Operating
The City of Surrey’s General Operating funds include all the various City operating
departments as well as the operations of the Surrey Public Library and the Surrey
Police Service:
• Mayor, Council & Grants
• City Manager
• Corporate Services
• Engineering Services
• Finance
• Fire
• Investment & Intergovernmental Relations
• Parks, Recreation & Culture
• Planning & Development
• Police
• Surrey Public Library
The proposed budgets for the departments and services are approved by Council and
reflect the vision set by the City’s Sustainability Charter 2.0 along with the strategic
direction identified in the Official Community Plan and the various other Strategic
Plans of the City.
Aerial view of Crescent Beach
106
FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Taxation 390,954$ 444,420$ 434,772$ 449,848$ 466,507$ 483,810$ 501,783$ 520,454$
Sale of Goods and Services
Departmental Fees & Charges 28,363 35,466 47,730 48,996 50,315 51,707 53,138 54,611
Secondary Suite Infrastructure Fees 22,557 23,831 22,548 23,313 24,221 25,164 26,145 27,164
Other Corporate Fees & Charges 3,643 4,730 2,962 3,304 3,076 2,848 2,621 2,395
Sale of Goods and Services 54,563 64,027 73,240 75,613 77,612 79,719 81,904 84,170
Developer Contributions - 413 - - - - - -
Investment Income 15,870 15,602 10,920 16,066 16,169 16,276 16,383 16,490
Transfers from Other Governments
Departmental Government Transfers 10,278 10,699 8,120 8,120 8,120 8,120 8,120 8,120
Corporate Government Transfers 17,835 14,942 2,328 3,799 4,948 6,035 6,056 6,078
Transfers from Other Governments 28,113 25,641 10,448 11,919 13,068 14,155 14,176 14,198
Other Revenues
Departmental Other Revenues 43,590 45,307 35,587 36,255 37,252 38,274 39,325 40,406
Corporate Other Revenues 14,233 10,744 11,048 12,327 12,936 13,557 13,612 13,667
Other Revenues 57,823 56,051 46,635 48,582 50,188 51,831 52,937 54,073
TOTAL REVENUE 547,323$ 606,154$ 576,015$ 602,028$ 623,544$ 645,791$ 667,183$ 689,385$
EXPENDITURE SUMMARY
Departmental Expenditures 418,352$ 504,300$ 493,815$ 508,445$ 516,855$ 528,441$ 540,144$ 549,471$
General Government - Council Initiatives 11 14 260 260 260 260 260 260
Fiscal Services & Debt Interest 7,887 7,611 7,253 9,508 9,220 7,932 7,938 9,209
Municipal Debt Principal 4,682 4,682 4,682 9,514 9,895 10,014 10,014 10,014
TOTAL EXPENDITURES 430,932$ 516,607$ 506,010$ 527,727$ 536,230$ 546,647$ 558,356$ 568,954$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 65,997 126,357 75,007 65,728 64,841 67,258 57,579 54,666
Transfers To/(From) Operating Sources 50,394 (36,810) (5,002) 8,573 22,473 31,886 51,248 65,765
TOTAL TRANSFERS 116,391$ 89,547$ 70,005$ 74,301$ 87,314$ 99,144$ 108,827$ 120,431$
NET GENERAL OPERATING -$ -$ -$ -$ -$ -$ -$ -$
107
FINANCIAL SUMMARY—REVENUE
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
CORPORATE REVENUES
Base Levy 333,371$ 355,748$ 354,565$ 368,667$ 382,028$ 397,820$ 414,241$ 431,316$
Property/Folio Growth (City's Portion) 4,477 3,412 1,773 1,843 3,820 3,978 4,142 4,313
Property Tax Rate Increase 17,539 11,314 11,198 11,618 12,072 12,543 13,033 13,542
Provision for Adjustments - - (100) (100) (100) (100) (100) (100)
355,387 370,474 367,436 382,028 397,820 414,241 431,316 449,071
Grants in Lieu 18,391 24,494 18,564 18,554 18,931 19,318 19,717 20,128
Capital Parcel Tax 17,176 49,452 48,772 49,266 49,756 50,251 50,750 51,255
Taxation 390,954 444,420 434,772 449,848 466,507 483,810 501,783 520,454
Secondary Suite Infrastructure Fee 22,557 23,831 22,548 23,313 24,221 25,164 26,145 27,164
Other Corporate Fees & Charges 3,643 4,730 2,962 3,304 3,076 2,848 2,621 2,395
Corporate Sale of Goods and Services 26,200 28,561 25,510 26,617 27,297 28,012 28,766 29,559
Corporate Developer Contributions - 413 - - - - - -
Corporate Investment Income 15,870 15,602 10,920 16,066 16,169 16,276 16,383 16,490
Provincial Casino Revenue Sharing 708 1,750 - 2,121 3,197 4,284 4,305 4,327
Other Corporate Government Transfers 16,374 12,977 1,678 1,678 1,751 1,751 1,751 1,751
Corporate Government Transfers 17,835 14,942 2,328 3,799 4,948 6,035 6,056 6,078
Corporate Lease Revenue 5,839 5,834 7,408 8,687 9,296 9,917 9,972 10,027
Penalties & Interest 3,894 4,910 3,640 3,640 3,640 3,640 3,640 3,640
Corporate Other Revenues 14,233 10,744 11,048 12,327 12,936 13,557 13,612 13,667
Total Corporate Revenues 465,092 514,682 484,578 508,657 527,857 547,690 566,600 586,248
DEPARTMENTAL REVENUES
General Government Corporate Services 154 218 150 154 154 154 154 154
Finance 1,476 1,890 1,513 1,421 1,459 1,498 1,538 1,579
1,630 2,108 1,663 1,575 1,613 1,652 1,692 1,733
Public Safety Bylaws 8,694 9,871 9,945 10,233 10,530 10,835 11,149 11,472
Fire 3,302 3,813 2,402 3,711 3,818 3,928 4,041 4,157
Police 9,985 10,219 8,204 8,239 8,241 8,279 8,318 8,358
21,981 23,903 20,551 22,183 22,589 23,042 23,508 23,987
Other Engineering Services 9,651 11,478 8,354 8,406 8,650 8,901 9,159 9,424
Parks, Recreation & Culture 14,054 17,722 34,265 34,269 35,155 36,063 36,997 37,959
Planning & Development 33,674 35,069 24,962 25,552 26,294 27,057 27,841 28,648
Surrey Public Library 1,241 1,192 1,642 1,386 1,386 1,386 1,386 1,386
58,620 65,461 69,223 69,613 71,485 73,407 75,383 77,417
Total Departmental Revenues 82,231 91,472 91,437 93,371 95,687 98,101 100,583 103,137
TOTAL REVENUE 547,323$ 606,154$ 576,015$ 602,028$ 623,544$ 645,791$ 667,183$ 689,385$
108
FINANCIAL SUMMARY—EXPENDITURE
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating
2020 2021 2021 2022 2023 2024 2025 2026
EXPENDITURE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
General Government Mayor, Council & Grants 2,582$ 2,626$ 3,605$ 2,918$ 2,924$ 2,930$ 2,936$ 2,942$
City Manager's Department 1,114 1,113 1,550 1,565 1,568 1,571 1,574 1,577
Corporate Services 32,544 34,395 33,593 35,294 34,469 34,544 34,619 35,594
Finance 10,639 11,175 14,330 14,621 14,774 14,927 15,080 15,233
Investments & Intergov. Relations 1,269 1,366 1,651 1,658 1,660 1,662 1,664 1,666
48,148 50,675 54,729 56,056 55,395 55,634 55,873 57,012
Public Safety Bylaws 11,037 9,110 8,694 8,712 8,842 8,972 9,102 9,232
Fire 65,509 68,360 66,866 68,512 68,647 68,782 68,917 69,052
Police 165,753 218,351 189,991 199,471 207,131 215,719 220,903 226,242
242,299 295,821 265,551 276,695 284,620 293,473 298,922 304,526
Other Engineering Services 8,961 8,874 9,936 9,854 10,103 10,431 10,768 11,114
Parks, Recreation & Culture 75,075 80,760 108,538 109,961 110,744 112,790 118,344 120,457
Planning & Development 30,335 31,047 32,510 33,203 33,258 33,318 33,383 33,448
Surrey Public Library 15,286 20,491 21,015 21,140 21,199 21,259 21,318 21,378
Corporate Operating (1,752) 16,632 1,536 1,536 1,536 1,536 1,536 1,536
127,905 157,804 173,535 175,694 176,840 179,334 185,349 187,933
Departmental Expenditures 418,352 504,300 493,815 508,445 516,855 528,441 540,144 549,471
Council Initiative Fund 11 14 260 260 260 260 260 260
Fiscal Charges (226) 208 153 153 157 162 167 172
Interest Paid on Tax Overpayments 15 12 102 102 103 104 105 106
External Borrowing 8,098 7,391 6,998 9,253 8,960 7,666 7,666 8,931
Fiscal Services & Debt Interest 7,887 7,611 7,253 9,508 9,220 7,932 7,938 9,209
Municipal Debt Principal 4,682 4,682 4,682 9,514 9,895 10,014 10,014 10,014
TOTAL EXPENDITURE 430,932$ 516,607$ 506,010$ 527,727$ 536,230$ 546,647$ 558,356$ 568,954$
TRANSFERS SUMMARY
General Capital Contribution 12,400 35,748 35,748 28,133 26,472 25,006 22,200 19,515
SPS Capital/One-Time Contribution 25,200 23,084 23,084 5,400 5,000 5,000 - -
Provincial Casino Revenue Sharing 708 1,750 - 2,121 3,197 4,284 4,305 4,327
Tree Replacement Contribution 2,998 4,436 2,500 2,750 2,500 2,250 2,000 1,750
Internal Borrowing 11,985 14,470 1,049 14,721 14,996 18,042 16,398 16,398
SPS Transfers To/(From) Capital - - 2,275 2,275 2,275 2,275 2,275 2,275
Other Transfers To/(From) Capital 8,206 46,869 10,351 10,328 10,401 10,401 10,401 10,401
Transfers To/(From) Capital Sources 65,997 126,357 75,007 65,728 64,841 67,258 57,579 54,666
Roads & Traffic Safety Contribution 12,923 12,923 12,922 12,922 12,922 12,922 12,922 12,922
Other Transfers To/(From) Operating 36,718 (49,948) (18,574) (4,349) 9,551 18,964 38,326 52,843
Transfers To/(From) Operating Sources 50,394 (36,810) (5,002) 8,573 22,473 31,886 51,248 65,765
TOTAL TRANSFERS 116,391$ 89,547$ 70,005$ 74,301$ 87,314$ 99,144$ 108,827$ 120,431$
109
FINANCIAL SUMMARY—GENERAL GOVERNMENT
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating
2020 2021 2021 2022 2023 2024 2025 2026
NET DIVISIONAL ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Mayor, Council & Grants
Office of the Mayor 625$ 630$ 887$ 923$ 924$ 925$ 926$ 927$
Council 798 829 879 922 927 932 937 942
City Grants 1,839 1,839 1,839 1,073 1,073 1,073 1,073 1,073
3,262 3,298 3,605 2,918 2,924 2,930 2,936 2,942
City Manager
Administration 858 881 1,114 1,129 1,132 1,135 1,138 1,141
Strategic Initatives & Corp Reporting 256 232 436 436 436 436 436 436
1,114 1,113 1,550 1,565 1,568 1,571 1,574 1,577
Corporate Services
Corp Services Administration 498 486 427 453 453 453 453 453
Human Resources 4,362 4,513 5,111 5,173 5,173 5,173 5,173 5,173
Information Technology 25,215 28,916 27,677 28,300 28,350 28,400 28,450 28,500
Legal Services 2,385 2,463 2,516 2,540 2,545 2,550 2,555 2,560
Legislative Services 3,699 3,292 3,679 3,741 3,761 3,781 3,801 3,821
36,159 39,670 39,410 40,207 40,282 40,357 40,432 40,507
Finance
Administration 1,900 1,642 2,533 2,576 2,576 2,576 2,576 2,576
Financial Reporting & Compliance 376 601 908 914 1,064 1,214 1,364 1,514
Financial Services 2,849 2,128 2,504 2,534 2,532 2,530 2,528 2,526
Revenue Services 1,146 793 1,775 1,739 1,706 1,672 1,637 1,601
Risk Management 2,036 2,178 2,178 3,011 3,011 3,011 3,011 3,011
Treasury Operations 933 799 777 784 784 784 784 784
9,240 8,141 10,675 11,558 11,673 11,787 11,900 12,012
Investment & Intergov. Relations
Administration 351 354 507 521 521 521 521 521
Economic Development 1,018 912 1,144 1,137 1,139 1,141 1,143 1,145
1,369 1,266 1,651 1,658 1,660 1,662 1,664 1,666
51,144$ 53,488$ 56,891$ 57,906$ 58,107$ 58,307$ 58,506$ 58,704$
110
FINANCIAL SUMMARY—PUBLIC SAFETY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating
2020 2021 2021 2022 2023 2024 2025 2026
NET DIVISIONAL ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Corporate Services
By-law Services 2,851$ (605)$ (1,251)$ (1,521)$ (1,688)$ (1,863)$ (2,047)$ (2,240)$
Fire
Administration 3,216 2,686 3,621 3,670 3,670 3,670 3,670 3,670
Emergency Planning 539 85 52 52 52 52 52 52
Fire Operations 55,601 58,575 57,226 58,299 58,374 58,449 58,524 58,599
Mechanics 630 686 428 437 447 457 467 477
Prevention 373 696 1,005 605 586 566 546 525
Radio & Communications 2,774 2,324 2,487 2,173 2,130 2,085 2,037 1,987
Training 920 792 942 942 947 952 957 962
64,053 65,844 65,761 66,178 66,206 66,231 66,253 66,272
Police
City Police Support Service 24,169 22,248 26,028 25,622 17,951 3,626 3,626 3,626
RCMP Contract 141,907 155,681 96,892 96,660 69,043 - - -
Surrey Police Service - 27,303 61,142 72,525 115,471 207,389 212,534 217,833
166,076 205,232 184,062 194,807 202,465 211,015 216,160 221,459
232,980$ 270,471$ 248,572$ 259,464$ 266,983$ 275,383$ 280,366$ 285,491$
111
FINANCIAL SUMMARY—OTHER DEPARTMENTS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating
2020 2021 2021 2022 2023 2024 2025 2026
NET DIVISIONAL ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Engineering Services
Engineering Operations (1,277)$ (942)$ (366)$ (366)$ (366)$ (366)$ (366)$ (366)$
Engineering Professional Services 2,495 1,886 1,932 1,965 1,985 2,006 2,028 2,050
Land Development (513) (3,454) (125) (306) (375) (375) (375) (375)
Realty Services 1,986 2,521 2,857 2,778 2,832 2,888 2,945 3,004
Sustainability 292 310 310 249 249 249 249 249
2,983 321 4,608 4,320 4,325 4,402 4,481 4,562
Parks, Recreation & Culture
Administration 2,764 1,752 1,297 1,302 1,342 1,382 1,422 1,462
Community & Recreation Services 22,948 24,875 29,262 30,417 29,761 30,157 33,879 34,151
Culture 5,989 6,838 8,952 9,249 9,319 9,364 9,534 9,704
Marketing & Communications 2,899 2,861 3,183 3,223 3,231 3,239 3,247 3,255
Parks 25,269 26,377 28,447 28,369 28,804 29,453 30,133 30,794
59,869 62,703 71,141 72,560 72,457 73,595 78,215 79,366
Planning and Development
Administration 3,624 3,407 3,400 3,568 3,564 3,560 3,556 3,552
Area Planning & Development 1,665 (218) 2,546 2,710 2,634 2,556 2,476 2,394
Building (14,979) (18,203) (10,899) (11,178) (11,814) (12,469) (13,143) (13,838)
Community Planning 2,316 2,141 2,343 2,344 2,344 2,344 2,344 2,344
Facilities 10,212 8,474 11,294 11,343 11,378 11,418 11,463 11,508
Heritage Advisory Commission 23 23 23 23 23 23 23 23
2,861 (4,376) 8,707 8,810 8,129 7,432 6,719 5,983
Surrey Public Library
Administration 650 1,371 819 819 824 829 834 839
Public Services 13,428 18,002 18,554 18,935 18,989 19,044 19,098 19,153
14,078 19,373 19,373 19,754 19,813 19,873 19,932 19,992
Corporate Operating
Corporate Operating Expenditures (1,752) 6,938 210 210 210 210 210 210
Corporate Grants Expenditures - 9,694 - - - - - -
General Operating Contingency - - 1,326 1,326 1,326 1,326 1,326 1,326
(1,752) 16,632 1,536 1,536 1,536 1,536 1,536 1,536
78,039$ 94,653$ 105,365$ 106,980$ 106,260$ 106,838$ 110,883$ 111,439$
112
GENERAL OPERATING BYLAW, 2021, NO. 20485
City of Surrey | 2022—2026 Financial Plan | General Operating
113
GENERAL OPERATING BYLAW, 2021, NO. 20485
City of Surrey | 2022—2026 Financial Plan | General Operating
CITY OF SURREY
Bylaw 20485 Schedule 1
General Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Property Tax Levy 400,582,000$ 416,751,000$ 433,559,000$ 451,033,000$ 469,199,000$
Revenues from Property Value Taxes 400,582,000 416,751,000 433,559,000 451,033,000 469,199,000
General - Capital Parcel Tax 49,266,000 49,756,000 50,251,000 50,750,000 51,255,000
Revenues from Parcel Taxes 49,266,000 49,756,000 50,251,000 50,750,000 51,255,000
Taxation Revenues 449,848,000 466,507,000 483,810,000 501,783,000 520,454,000
Sales of Goods and Services:Departmental Fees & Charges 48,996,000 50,315,000 51,707,000 53,138,000 54,611,000
Secondary Suite Infrastructure Fee 23,313,000 24,221,000 25,164,000 26,145,000 27,164,000
Other Fees & Charges 3,304,000 3,076,000 2,848,000 2,621,000 2,395,000
Revenues from Fees 75,613,000 77,612,000 79,719,000 81,904,000 84,170,000
Investment Income 16,066,000 16,169,000 16,276,000 16,383,000 16,490,000
Departmental Government Transfers 8,120,000 8,120,000 8,120,000 8,120,000 8,120,000
Corporate Government Transfers 3,799,000 4,948,000 6,035,000 6,056,000 6,078,000
Transfers from Other Governments 11,919,000 13,068,000 14,155,000 14,176,000 14,198,000
Departmental Other Revenues 36,255,000 37,252,000 38,274,000 39,325,000 40,406,000
Corporate Lease Revenue 8,687,000 9,296,000 9,917,000 9,972,000 10,027,000
Corporate Penalties & Interest 3,640,000 3,640,000 3,640,000 3,640,000 3,640,000
Other Revenue 48,582,000 50,188,000 51,831,000 52,937,000 54,073,000
Revenues from Other Sources 76,567,000 79,425,000 82,262,000 83,496,000 84,761,000
TOTAL FUNDING SOURCES 602,028,000$ 623,544,000$ 645,791,000$ 667,183,000$ 689,385,000$
PROPOSED EXPENDITURES
Police Services 199,471,000$ 207,131,000$ 215,719,000$ 220,903,000$ 226,242,000$
Fire Services 68,512,000 68,647,000 68,782,000 68,917,000 69,052,000
Parks, Recreation & Culture 109,961,000 110,744,000 112,790,000 118,344,000 120,457,000
General Government 65,238,000 64,707,000 65,076,000 65,445,000 66,714,000
Planning & Development 33,203,000 33,258,000 33,318,000 33,383,000 33,448,000
Surrey Public Library 21,140,000 21,199,000 21,259,000 21,318,000 21,378,000
Engineering Services 9,854,000 10,103,000 10,431,000 10,768,000 11,114,000
Operating Contingency 1,326,000 1,326,000 1,326,000 1,326,000 1,326,000
Municipal Expenditures 508,705,000 517,115,000 528,701,000 540,404,000 549,731,000
Fiscal Services & Debt Interest 9,508,000 9,220,000 7,932,000 7,938,000 9,209,000
Municipal Debt Repayment 9,514,000 9,895,000 10,014,000 10,014,000 10,014,000
TOTAL EXPENDITURES 527,727,000$ 536,230,000$ 546,647,000$ 558,356,000$ 568,954,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds 51,007,000 49,845,000 49,216,000 41,181,000 38,268,000
Internal Borrowing To/(From) Reserves 14,721,000 14,996,000 18,042,000 16,398,000 16,398,000
Transfers To/(From) Capital Sources 65,728,000$ 64,841,000$ 67,258,000$ 57,579,000$ 54,666,000$
Transfers To/(From) Operating Sources 8,573,000$ 22,473,000$ 31,886,000$ 51,248,000$ 65,765,000$
TOTAL TRANSFERS BETWEEN SOURCES 74,301,000$ 87,314,000$ 99,144,000$ 108,827,000$ 120,431,000$
BALANCED BUDGET -$ -$ -$ -$ -$
114
Mayor and Council
Back Row: Linda Annis; Doug Elford; Jack Singh Hundial; Brenda Locke
Front Row: Steven Pettigrew; Laurie Guerra; Mayor Doug McCallum;
Allison Patton; Mandeep Nagra
Mayor, Council and Grants
115
DEPARTMENTAL OVERVIEW MAYOR AND COUNCIL
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
Ma
yo
r
Do
ug M
cC
all
um
Co
un
cillor
J. H
un
dia
l
Re
sid
ents
Co
un
cillor
B. Locke
Co
un
cillor
L. G
uerr
a
Co
un
cillor
L. A
nn
is
Co
un
cillor
D. Elf
ord
Co
un
cillor
A. Patt
on
Co
un
cillor
S. P
etti
gre
w
Co
un
cillor
M. N
ag
ra
116
DEPARTMENTAL FUNCTIONS MAYOR’S OFFICE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
Mayor
Doug McCallum
Residents
Executive Assistant
Michelle Wain
Communications Manager
Oliver Lum
Administrative Coordinator
Natalie Jones
Communications Assistant
Vacant
Communications and Media Lead
Vacant
117
DEPARTMENTAL OVERVIEW MAYOR AND COUNCIL
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
Surrey City Council is comprised of the Mayor and eight Councillors who provide
leadership and vision for the City as the governing body.
Municipal elections are held every four years, with an upcoming election to take place
in October 2022. Council meetings, held two or three times every month, occur on
Monday afternoons and evenings in the Council Chambers at Surrey City Hall.
These meetings provide residents, community groups and businesses with an
opportunity to appear before Council in the form of a public delegation to voice
concerns or recommendations and participate in the law-making process.
The most important goals of City Council are to create prosperous, safe, sustainable,
clean, and active communities.
Key initiatives include: Municipal Government responsibilities as outlined in the
Community Charter, the Local Government Act and other provincial statutes as well
as the adoption of bylaws, policies and levying of taxes for these purposes.
Council also has the responsibility to obtain, release and manage City property, assets
and operations as delegated through the City Manager.
Council members are involved at all levels of government, often serving on local,
regional, provincial and federal committees, boards and commissions.
The Mayor has civic authority to establish various committees and may appoint both
Council and civilian members. Once established, committees are primarily
deliberative and bring forth their recommendations to City Council for adoption.
Altogether, there are several standing committees, select committees, boards,
commissions and task forces appointed and steered by Council Members.
As elected officials, the Mayor and City Council use their authority to establish and
enact sustainable policies that aide in promoting the overall growth, development and
operation of Surrey.
View of Central City
118
MAYOR, COUNCIL AND GRANTS—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
119
MAYOR, COUNCIL AND GRANTS—DEPARTMENTAL OPERATIONS (in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
2020 2021 2021 2022 2023 2024 2025 2026
OFFICE OF THE MAYOR ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 594 603 765 801 801 801 801 801
Operating Costs 11 14 120 120 121 122 123 124
Internal Services Used 20 13 2 2 2 2 2 2
Internal Services Recovered - - - - - - - -
External Recoveries - - - - - - - -
625 630 887 923 924 925 926 927
Net Operations Total 625 630 887 923 924 925 926 927
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
625$ 630$ 887$ 923$ 924$ 925$ 926$ 927$
2020 2021 2021 2022 2023 2024 2025 2026
COUNCIL ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 720 748 721 764 764 764 764 764
Operating Costs 78 81 158 158 163 168 173 178
Internal Services Used - - - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries - - - - - - - -
798 829 879 922 927 932 937 942
Net Operations Total 798 829 879 922 927 932 937 942
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
798$ 829$ 879$ 922$ 927$ 932$ 937$ 942$
120
MAYOR, COUNCIL AND GRANTS—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
2020 2021 2021 2022 2023 2024 2025 2026
APPROVED CITY GRANTS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
City Leases
Fraser Valley Heritage Rail Society 112$ 112$ 112$ 112$ 112$ 112$ 112$ 112$
Surrey Heritage Society 57 57 57 57 57 57 57 57
Surrey Sailing Club 24 24 24 24 24 24 24 24
Panorama Ridge Riding Club 22 23 22 31 31 31 31 31
L.M. German Shepherd Dog Club 6 6 6 6 6 6 6 6
Action BMX Association 12 12 12 12 12 12 12 12
Crescent Beach Swim Club 1 1 1 1 1 1 1 1
234 235 234 243 243 243 243 243
Property Taxes
Unallocated Taxes 5 5 5 5 5 5 5 5
5 5 5 5 5 5 5 5
Tourism / Chamber of Commerce
Cloverdale District Chamber of Commerce 10 10 10 10 10 10 10 10
South Surrey/White Rock Chamber of Commerce 10 10 10 10 10 10 10 10
Surrey Tourism & Convention Association 10 10 10 10 10 10 10 10
30 30 30 30 30 30 30 30
Lower Fraser Valley Exhibition
Operations 409 375 409 - - - - -
Credit Security - - 200 - - - - -
Cloverdale Rodeo - - 225 - - - - -
409 375 834 - - - - -
Other Recurring
Surrey Crime Prevention Society 260 260 260 300 300 300 300 300
Metro Vancouver Crime Stoppers 50 55 55 55 55 55 55 55
The Lookout Emergency Aid Society 25 25 25 44 44 44 44 44
Cloverdale Curling Club 70 71 72 72 72 72 72 72
Policing at Community Events - - 125 125 125 125 125 125
Sports Tourism - 22 50 50 50 50 50 50
Community/Façade Enhancement Program 8 28 45 45 45 45 45 45
Arts Council of Surrey 5 5 5 5 5 5 5 5
Vancouver Cancer Drivers Society 5 5 5 5 5 5 5 5
Honey Hooser Scholarship 1 1 1 1 1 1 1 1
Dry Grad Events 1 1 5 5 5 5 5 5
Special Recognition - - 5 5 5 5 5 5
Fraser Region Community Justice Initiatives Associatio 1 - - - - - - -
Pacific Parklands Foundation 2 - - - - - - -
Youth for A Change 1 - - - - - - -
One-time Grants 52 49 83 83 83 83 83 83
481 522 736 795 795 795 795 795
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 680 672 - - - - - -
680 672 - - - - - -
1,839$ 1,839$ 1,839$ 1,073$ 1,073$ 1,073$ 1,073$ 1,073$
121
MAYOR, COUNCIL AND GRANTS—DEPARTMENTAL OPERATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
2022
Non-profit Organization Description
Approved
Amount Request
1st Semiahmoo Sea Scout Group Health & Social 500Funding towards Scout Group community youth
program which includes youth plan, activities and
community service projects.
Air Cadets of Canada Sq 907 Health & Social 500Funding towards sport and physicial education
activities, field training exercises, survival training, band
equipment/music and biathlon training for 120 youths.
Alexandra Neighbourhood House Health & Social 3,000
Funding towards the hiring of a staff member to
facilitate the creation and development of an inclusive
LGBTQ2S+ leadership group and food, refreshments,
bus tickets, other supplies for the Youth Space program.
Athletics for Kids Health & Social 1,000Funding towards postal and equipment costs of the A4K
Youth Sport program.
Backpack Buddies Health & Social 3,000Funding towards the Backpack Buddies program which
provides healthy weekend meals and food to school age
children living in poverty.
BC Aquasonics Culture & Rec 500Funding towards pool rental from the City of Surrey and
program coaching costs for synchronized swimming
programs.
Better Cause Society Health & Social 2,500Funding towards warehouse lease for the storage and
distribution of donated, used furniture to Surrey
residents in need.
Big Brothers of Greater Vancouver Health & Social 2,000Funding towards multi-channel advertising of the
Surrey Program Awareness Project aimed to recruit
"big brother" volunteers.
Big Sisters of BC Lower Mainland Health & Social 2,000Funding towards Study Buddy and Big Sisters
mentoring programs.
Boys and Girls Clubs of South Coast BC Health & Social 2,000Funding towards three to four new desktop computers
for the Teen/Preteen Lounge at the Surrey Boys and
Girls Club.
Canadian Mental Health Association,
Vancouver - Fraser BranchHealth & Social 3,000
Funding towards three Urban Resilience Opportunites
for Kids programs which provide recreational,
educational and supportive programs for vulnerable
children and youth whose parents have mental health
and/or addiction challenges.
Cloverdale Community Kitchen Health & Social 2,000Funding towards the Cloverdale Christmas Hamper
Program to purchase grocery gift cards for the
hampers.
Community Justice Initiatives
Association, Fraser RegionHealth & Social 2,000
Funding towards the "Youth Black Book" online guide
and wallet-sized information cards with website location
and emergency contact numbers for support services
for at-risk youth.
Downtown Surrey Business
Improvement AssociationCommunity Promotion 2,500
Funding towards Movies Under the Stars 2022 - August
2022 at Holland Park.
122
MAYOR, COUNCIL AND GRANTS—DEPARTMENTAL OPERATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
2022
Non-profit Organization Description
Approved
Amount Request
Downtown Surrey Business
Improvement AssociationCulture & Rec 2,500
Funding towards weekly "Surrey Voices" summer event
to share and promote cultural awareness within Surrey.
Dutch Liberation 2020 Canadian
Society Health & Social 1,000
Funding towards the tulip project, preparation and
distribution of tulip bouquets in May 2022, to nurses
(frontline workers) in Surrey care homes in appreciation
and thanks during the Covid pandemic.
Find Your Forte Culture & Rec 1,500
Funding towards the expansion and adaptation of the
music education program, which provides free weekly
piano lessons to children in foster care and from low-
income families, due to increasing demand.
Greater Vancouver Law Students'
Legal Advice SocietyHealth & Social 2,500
Funding towards hiring an additional law student to
work at program clinics over the summer months.
Individualized Funding Resource
Centre SocietyHealth & Social 2,500
Funding towards the Information Hotline for Surrey
Residents interested in the Choices in Support for
Independent Living Program to assist individuals with
disabilities to live independently.
Mackie's Place Health & Social 3,000
Funding towards Youth Employment Program for at-risk
youth graduates of the Mackie's Place Incentive
Program to obtain earning positions as youth leaders or
interns.
Metro Vancouver Transit Police Health & Social 3,000Funding towards the Blue Eagle Community Cadet
Youth Project.
Moving Forward Family Services Health & Social 2,000Funding towards one qualified counsellor to co-facilitate
with two interns (in-kind) 6 online group counselling
programs.
Newton Business Improvement
AssociationCommunity Promotion 2,500
Funding towards the "Car Free Day" community festival
and market on June 11, 2022.
Newton Business Improvement
AssociationCommunity Promotion 2,000
To support the "Spooktacular" Halloween event on
October 29, 2022 in Newton. The event includes many
fun activities and a pumpkin patch.
Pacific Post Partum Support
SocietyHealth & Social 2,000
Funding towards the free telephone and text support
lines program that provides counselling and information
for women suffering from post partum depression or
anxiety, their caregivers and family members.
Pathfinder Youth Centre Society Health & Social 3,000
Funding towards the Solar Care project which offers
free mental health support to at-risk youth and
vulnerable adults who are members of the BIPOC in
Surrey.
PLEA Community Services Society
of BCHealth & Social 2,000
Funding towards Taking Care of Ourselves prevention
workshops for children and youth about protecting
themselves from sexual exploitation and sex trafficking.
Quest Outreach Society 2022 Health & Social 3,000
Funding towards the Food Recovery and Redistribution
Program which supports their not-for-profit grocery
market for low income and vulnerable individuals and
families in Surrey.
123
MAYOR, COUNCIL AND GRANTS—DEPARTMENTAL OPERATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
2022
Non-profit Organization Description
Approved
Amount Request
Society Pursuit Projects Canada Health & Social 2,000Funding towards the "Heart to Heart" project providing
mental health and personal conversation with the
homeless/people displaced.
SuperChefs Cookery Society Health & Social 2,500Funding towards the cookery programs to improve the
health and wellness of a larger population of children in
Surrey.
Surrey Christmas Bureau Society Health & Social 2,500To support the grocery voucher program for low income
and struggling families for the Christmas season.
Surrey Community Cat Foundation Health & Social 1,500Funding towards the veterinary costs of the spay/neuter
program for surgeries for cats owned by low income
residents in Surrey.
Surrey Fire Fighters' Nutritional
Snack Program SocietyHealth & Social 3,500
Funding towards providing nutritional food for Surrey's
most vulnerable school aged children.
Surrey Gymnastic Society Culture & Rec 1,000Funding towards renovations of new facility, specifically
kitchen and parent sitting areas, due to increased
number of athletes with the program merger.
Whalley Community Association Community Promotion 2,500Funding towards Surrey Fest Downtown community
festival to be held June 18, 2022.
Wildcoast Ecological Society Health & Social 2,500Funding towards natural science education programs
for inner-city children at two Surrey elementary
schools.
Yo Bro Yo Girl Youth Initiative Health & Social 1,500
Funding towards hiring a part-time staff member for its
Sisters program, a combination of skill, confidence and
values building workshops and activities, for female
Muslim youth.
You Wear it Well…Just for Grads
SocietyHealth & Social 2,500
Funding towards venue rent and insurance for the
"Boutique Day" event March 2022, for graduation attire
for at-risk students, encouraging them to stay in school
and attend their graduation ceremonies.
YWCA Metro Vancouver Health & Social 2,000
Funding towards Guide to High School program, a
gender-inclusive youth program that supports Grade 7
students with positive role models, peer mentorship and
education for a healthy transition into high school.
Fraser Valley Heritage Railway
SocietyLease 112,000 2022 Lease-in-kind
Surrey Sailing Club Lease 24,000 2022 Lease-in-kind
Surrey Heritage Society Lease 57,000 2022 Lease-in-kind
124
MAYOR, COUNCIL AND GRANTS—DEPARTMENTAL OPERATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
2022
Non-profit Organization Description
Approved
Amount Request
Panorama Ridge Riding Club Lease 30,500 2022 Lease-in-kind
Lower Mainland German Shepherd
Dog ClubLease 6,000 2022 Lease-in-kind
Action BMX Association Lease 12,000 2022 Lease-in-kind
Crescent Beach Swim Club Lease 625 2022 Lease-in-kind
Cloverdale District Chamber of
CommerceBusiness and Tourism 10,000 Business Tradeshow & Awards
South Surrey/White Rock Chamber of
CommerceBusiness and Tourism 10,000 Business Referral Service & Festival, Awards
Surrey Tourism & Convention
AssociationBusiness and Tourism 10,000 City Wide Tourism
Surrey Crime Prevention Society Crime Prevention 300,000 Crime Prevention, Community Safety
Crime Stoppers Crime Prevention 55,000 TIPS Line
Lookout Housing and Health Society Crime Prevention 44,000 Street Youth Services
Cloverdale Curling Club Community 73,000 2022 Operations
Community Enhancement Partnership
ProgramCommunity 45,000 Matching Grant
Community Events Policing Community 125,000 Matching Grant
Sports Tourism Community 50,000 Matching Grant
Arts Council of Surrey Community 5,000 BC Arts Council
Volunteer Cancer Drivers Society Community 5,000 Free Transportation Services
Honey Hooser Scholarship & Peace Arch
Weavers and Spinners GuildCommunity 1,000 Scholarship
Dry Grad Events Community 500 2022 Dry Grad Events
Unallocated Dry Grad Events Community 4,000 2022 Dry Grad Events
Unallocated Special Recognition Community 5,000
Unallocated Property Taxes Property Taxes 5,000
Total 1,073,000$
125
MAYOR, COUNCIL AND GRANTS—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Mayor, Council & Grants
2021 ADOPTED BUDGET 3,605$
REVENUES -$ -$
EXPENDITURES/TRANSFERS
Salaries/Wages & Benefits
Salary Rate Adjustments ………………………………………… 80$
Reclassed Positions ………………………………………… -
New Position ………………………………………… - 80
Operating Costs (767) (767)
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer From/(To) Own Sources - -
Total Change in Expenditures/Transfers (687)
2022 BUDGET 2,918$
2022 ADOPTED BUDGET 2,918$
REVENUES -$ -
EXPENDITURES/TRANSFERS
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… -$ -
Operating Costs
Inflationary Increases and Growth ………………………………………… 24 24
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer From/(To) Own Sources - -
Total Change in Expenditures/Transfers 24
2026 BUDGET 2,942$
126
DEPARTMENTAL FUNCTIONS CITY MANAGER
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
- A
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Pla
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So
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128
DEPARTMENTAL OVERVIEW CITY MANAGER
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
MISSION STATEMENT
The mission of the City Manager’s Office is to oversee and coordinate the work of the
City’s administration to deliver City Council’s short and long-term objectives for the
City.
KEY PROGRAMS AND SERVICES
The City Manager’s Office:
• Ensures that Council resolutions are addressed in a timely and fulsome manner;
• Ensures effective financial management through the monitoring of the annual
budget and the Five-Year Financial Plan and by reviewing the City’s financial
performance throughout the year;
• Ensures that Council’s priorities and high quality sustainable City services
are delivered on a consistent basis to the City’s residents and businesses;
• Provides advice and recommendations to City Council related to policies
and emerging issues;
• Assists in guiding the work in each of the City’s departments;
• Oversees the management and administration of the City’s Emergency Operations
Centre (“EOC”);
• Ensures a coordinated and balanced implementation of Council policy and
programs;
• Ensures consistency and high standards of corporate reporting, including regular
reports to Council as well as periodic reports on organizational performance; and
• Through the Strategic Initiatives & Corporate Reporting function provides
coordination of key initiatives that span across multiple departments, including the
“Surrey Excels” strategic framework.
The City Manager’s Office worked closely with every department across the
organization to deliver key accomplishments in 2021, including selected initiatives
where the City Manager’s Office played a key role or coordinating role:
INCLUSION
• Continued working with BC Housing
and the Fraser Health Authority to
operate an Emergency Response
Centre to help the City’s priority
population (experiencing housing
instability); and
• Sought and received Council support
for the acknowledgment of the
National Day for Truth and
Reconciliation.
129
CITY MANAGER
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
BUILT ENVIRONMENT & NEIGHBOURHOODS
PUBLIC SAFETY
ECONOMIC PROSPERITY & LIVELIHOODS
• Continued to lead the City’s EOC to manage the City’s response to the COVID-19
pandemic, to prepare for and monitor the 2021 Fraser River freshet and respond
to the November 2021 flood event; and
• Continued to support the necessary steps to successfully transition policing
services in the City of Surrey from the RCMP to the Surrey Police Service.
• Continued working with partners
including the Federal and Provincial
governments, SFU, UBC, TransLink
and others to establish Surrey City
Centre as the second metropolitan
centre in the region, with an
emphasis on attracting office and
employment uses to the City Centre;
• Supported the 2021 Love Where you
Live Campaign that sought to
advance civic pride and enhance the
overall cleanliness of the City;
• Introduced process improvements
and guaranteed permitting timelines
for land development and building
projects; and
• Supported the ongoing completion
and/or updating of land use plans in
Fleetwood, Newton-King George,
and Semiahmoo.
• Supported the continuance of the Parking to Patio Program which has allowed
for the expansion of restaurant operations onto privately owned parking lots
and City road-right-of-ways; and
• Supported the City’s application and acceptance for membership to the Consider
Canada City Alliance to maximize foreign direct investment.
INFRASTRUCTURE
• Supported the ongoing development and consultation on the Surrey
Transportation Plan “Big Vision, Big Moves”; and
• Worked to initiate architectural/design services and construction administration
services for the new Newton Community Centre, the Bear Creek Park Athletics
Centre, the new Cloverdale Sports and Ice Complex and the Chuck Bailey
Recreation Centre expansion.
130
CITY MANAGER
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
CORPORATE SUSTAINABILITY
• Worked with the Senior Management Team to discuss strategic topics to resolve
challenges that the City may be facing;
• Delivered a series of Strategic Sessions that provided Mayor & Council updates
on a variety of initiatives underway; and
• Updated the Surrey Excels strategic framework to Mayor & Council’s priorities.
Whalley Athletic Park and the City Centre
HEALTH AND WELLNESS
• Supported the City’s $14.2M Strengthening Communities’ Services Grant
application that is introducing new and expanded services in coordination with
BC Housing and the Fraser Health Authority for unsheltered and vulnerable
people in the City Centre;
• Coordinated the City’s response to the COVID-19 pandemic with the President
and CEO of the Fraser Health Authority;
• Introduced Housing Agreement requirements as a condition of business license
to improve the quality of Supportive Recovery Facilities operating in Surrey;
• Worked with the Fraser Health Authority to utilize a number of City facilities as
COVID-19 Mass Vaccination Centres; and
• Continued work with the Fraser Health Authority and the Ministry of Health to
accelerate the application review and approval processes for the new hospital in
Cloverdale.
131
CITY MANAGER
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
INCLUSION
• Continue to develop and adopt a
Workplace Diversity and Inclusion
Strategy.
BUILT ENVIRONMENT & NEIGHBOURHOODS
FUTURE INITIATIVES, GOALS & OBJECTIVES
PUBLIC SAFETY
• Continue to lead the City’s EOC in
response to the COVID-19 pandemic;
and
• Continue the necessary steps to
successfully transition policing
services in the City of Surrey from
the RCMP to the new Surrey Police
Service.
North Surrey Sport & Ice Complex
ECONOMIC PROSPERITY & LIVELIHOODS
• Update the Employment Lands
Strategy that reflects current
demand and usage of employment
lands within Surrey; and
• Support the implementation of an
Economic Recovery Roadmap to
guide the City’s economic recovery
efforts through the pandemic.
• Support the continued
enhancement of the City’s online
service capabilities; and
• Support the completion of land use
plans in Fleetwood, Newton-King
George and Semiahmoo Town
Centres.
HEALTH AND WELLNESS
• Continue to coordinate the
City’s response to COVID-19
with the President and CEO of
the Fraser Health Authority; and
• Continue to support staff to
collaborate with the Fraser Health
Authority to enhance the opioid
overdose Second Responder Pilot.
132
CITY MANAGER
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
CORPORATE SUSTAINABILITY
• Launch the 2023 budget planning
cycle to ensure the coordinated
delivery of Council’s priorities in a
fiscally responsible manner; and
• Continue the roll-out and monitoring
of Surrey Excels by ensuring
updated corporate and departmental
plans and tracking and reporting of
key performance measures.
INFRASTRUCTURE
• Continue to support staff on finalizing the reference design, specifications and
municipal access agreement for the Surrey-Langley SkyTrain project, ensuring
the project is ready for procurement with potential handover to the provincial
government for delivery; and
• Continue to support staff on preparing land use plans to support the SkyTrain
extension project.
Clayton Community Centre
133
CITY MANAGER
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the City
Manager’s Office in tracking its progress and monitoring its contribution to building a
sustainable Surrey.
Division
Performance
Measures
(Sustainability
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
City Manager’s
Office
% of departments
completing and
maintaining a Surrey
Excels “Tier 2”
Strategy Map
(Corporate
Sustainability)
100% 100% 100% 100% 100% 100% 100%
134
CITY MANAGER—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Adminstration 858$ 881$ 1,114$ 1,129$ 1,132$ 1,135$ 1,138$ 1,141$
Strategic Initiatives & Corp. Reporting 256 232 436 436 436 436 436 436
1,114$ 1,113$ 1,550$ 1,565$ 1,568$ 1,571$ 1,574$ 1,577$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 1,077 1,054 1,224 1,239 1,239 1,239 1,239 1,239
Operating Costs 42 66 156 156 159 162 165 168
Internal Services Used - 3 170 170 170 170 170 170
Internal Services Recovered (3) (10) - - - - - -
External Recoveries (2) - - - - - - -
1,114 1,113 1,550 1,565 1,568 1,571 1,574 1,577
Net Operations Total 1,114 1,113 1,550 1,565 1,568 1,571 1,574 1,577
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
1,114$ 1,113$ 1,550$ 1,565$ 1,568$ 1,571$ 1,574$ 1,577$
0.35% of General Net
Taxation allocated to
City Manager
135
CITY MANAGER—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 821 822 788 803 803 803 803 803
Operating Costs 42 66 156 156 159 162 165 168
Internal Services Used - 3 170 170 170 170 170 170
Internal Services Recovered (3) (10) - - - - - -
External Recoveries (2) - - - - - - -
858 881 1,114 1,129 1,132 1,135 1,138 1,141
Net Operations Total 858 881 1,114 1,129 1,132 1,135 1,138 1,141
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
858$ 881$ 1,114$ 1,129$ 1,132$ 1,135$ 1,138$ 1,141$
STRATEGIC INITIATIVES & 2020 2021 2021 2022 2023 2024 2025 2026
CORPORATE REPORTING ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 256 232 436 436 436 436 436 436
Operating Costs - - - - - - - -
Internal Services Used - - - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries - - - - - - - -
256 232 436 436 436 436 436 436
Net Operations Total 256 232 436 436 436 436 436 436
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
256$ 232$ 436$ 436$ 436$ 436$ 436$ 436$
136
CITY MANAGER—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | City Manager
2021 ADOPTED BUDGET 1,550$
REVENUES
Total Change in Revenues -
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments ………………………………………… 15
Reclass Positions ………………………………………… -
New Positions ………………………………………… - 15
Operating Costs
………………………………………… - -
Total Change in Expenditures 15
TRANSFERS
Transfer From/(To) Own Sources - -
2022 BUDGET 1,565$
2022 ADOPTED BUDGET 1,565$
REVENUES
Total Change in Revenues -
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… - -
Operating Costs
Inflationary Increases and Growth ………………………………………… 12 12
Total Change in Expenditures 12
TRANSFERS
Transfer To/(From) Own Sources - -
2026 BUDGET 1,577$
137
DEPARTMENTAL FUNCTIONS CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
Ge
ne
ral
Ma
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Ro
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tan
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By
law
Se
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Kim
Ma
rose
vic
h (
Acti
ng
)
140
DEPARTMENTAL OVERVIEW CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
MISSION STATEMENT
To deliver high quality and efficient services to our customers through a spirit of
innovation and team collaboration.
KEY PROGRAMS AND SERVICES
Corporate Services consists of key areas of our organization that support the overall
core deliverables of the City including Human Resources, Information Technology,
Legal Services, Legislative Services, and Bylaw Enforcement.
HUMAN RESOURCES
Human Resources (“HR”) provides a
broad range of services and programs to
both internal and external clients,
including labour and employee relations;
recruitment and retention; performance
coaching; employment services;
compensation and benefits; occupational
health and safety; diversity; wellness;
training and development;
organizational change support; and
managing the Human Resources
Information Systems (“HRIS”).
HR administers programs for City staff
and supports open communication and
respectful workplace relationships
throughout the City. Human Resources
staff partner with other departments to
foster a safe, desirable and engaging
workplace that enables the City to attract
the best, develop and retain our people.
LEGAL SERVICES
Legal Services is responsible for
providing legal services to City Council
and all of the City’s departments. The
City’s solicitors serve as court counsel,
provide legal advice and render legal
opinions on a wide variety of matters
along with drafting and reviewing all
forms of legal and legislative
documentation associated with the
business of the City.
INFORMATION TECHNOLOGY
Information Technology (“IT”) is a
strategic partner across all City business
units to provide modern, innovative,
secure and reliable technology solutions
for the purpose of:
• Enhancing the efficiency and
effectiveness of all City staff by
streamlining internal operations and
processes; and
• Leveraging technology to deliver
improved services for citizens and
businesses, and provide a high
quality of life, now and in the future.
The division’s decisions reflect existing
and future plans that align with the
strategic objectives of the City, utilizing
industry best practices in enterprise
architecture principles, sustainability,
and sound project and financial
management.
BYLAW ENFORCEMENT, COMPLIANCE
& LICENSING
The Bylaw Services Division is
responsible for the enforcement of the
City's regulatory bylaws, the issuance of
business licenses, animal control
functions, operation of the Surrey
Animal Resource Centre (“SARC”) and
parking enforcement. With focus on a
proactive approach, enforcement staff
focus on working with property owners
141
CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
to gain compliance for safety,
maintenance, beautification and livability
issues within the community.
LEGISLATIVE SERVICES
Legislative Services is responsible for
ensuring the City conducts business in
accordance with all levels of government
legislation. Legislative Services is also
responsible for carrying out the statutory
responsibilities of the Corporate Officer
as legislated under the Community
Charter and providing direct services to
City Council, City departments and the
public. Administrative support is given to
Council and to the various committees
and boards on which Council members
sit. Legislative Services also coordinates
and conducts the municipal elections
every four years to elect the City’s Mayor
and Council.
The division manages the City’s
compliance with legislation, which
includes ongoing management of the
Corporate Records program, the City’s
privacy practices, and responding to
requests for information under the
Freedom of Information and Protection of
Privacy Act (“FIPPA”).
2021 ACCOMPLISHMENTS
• Expanded staff awareness and
education of the diversity of Surrey
and strengthened our inclusiveness
through a variety of initiatives and
events. In total, 34 key cultural events
and important awareness days were
recognized in 2021; and
• Developed a staff survey to gain
insights into the diversity of our
workforce and to inform the creation
of the City’s workplace Diversity and
Inclusion strategy.
INCLUSION
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Assist with Economic Incentive Policy to stimulate development in the City.
PUBLIC SAFETY
• Continued to provide support for the creation of the Surrey Police Service, in the
areas of recruitment, information technology, privacy, records management
requests for information under FIPPA and legal services;
• Bylaw Enforcement Officers referred 71 abandoned properties to the Fire Services
Team in 2021, Of these, 34 properties were subsequently demolished;
• Established and implemented a pandemic plan for council and committee
meetings to ensure meetings were held in compliance with the Provincial Health
Officer’s orders and to ensure the safety of staff, Council and members of the
public;
142
CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
• Implemented security technologies and projects that have improved the overall
security resilience of the City, including several recommendations from a security
audit conducted by a third-party security agency. Cybersecurity training for staff
continues to raise awareness of the daily risks of related attacks on our systems
and information; and
• Reviewed and evaluated best practice methodology in physical and operational
security to ensure City facilities are provided with current, effective security
systems and programs. In 2021 all CCTV systems across the City were upgraded
and put onto the City network to improve service availability and public safety
outcomes.
ECONOMIC PROSPERITY & LIVELIHOODS
Awarded four national and one provincial awards which positioned the City as a safe,
desirable and engaging workplace:
Canada’s Best Diversity Employers
Canada’s Top Employer for Young People
Canada’s Greenest Employers
Organizational Safety Excellence Award from the BC Municipal Safety Association
City of Excellence – Innovation Award from the BC Municipal Safety Association
ECOSYSTEMS
• Corporate Records securely shredded and recycled 46 tonnes of paper, with the
following environmental benefits; 853 trees preserved, 194 cubic yards of landfill
space conserved, 92 swimming pools of water saved, 113,865 kWH of electricity
saved and the equivalent of five cars removed from the road this year;
• The SARC took in 1,222 animals in 2021. SARC reunited 486 animals with their
owners and assisted in finding new homes for 389 more, including 213 cats and 35
dogs; and
• Continued to rollout printer fleet updates across the City with new features
resulting in over 2,600,000 sheets of paper not being printed, which equates to
over 300 trees saved and 25 metric tonnes of CO2 emissions avoided.
143
CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
EDUCATION & CULTURE
• Implemented a new Learning Management System that will better enable
organizational learning and development throughout the City.
HEALTH & WELLNESS
• Implemented an organization-wide mental health strategy aimed at building
greater employee awareness and understanding of mental health, reducing
stigma, and fostering a safe and supportive culture in the workplace.
INFRASTRUCTURE
• Expanded City-owned fibre from 17 to
23 locations and completed the
replacement of key legacy radio
network connections and coordinated
construction with the City’s District
Energy System, with six locations
connected with City fibre for energy
system management services and to
fulfill future broadband service
capacity needs;
• Launched MySurrey Account
enhancements, with several new and
enhanced online services including:
improvements to Report a Problem,
Regular Council Public Hearing
Submission Form and Tree Sale online
store supporting the sale of more than
4,000 trees;
• The COVID-19 pandemic accelerated
usage of the City’s online services in
2021, with over 69% of transactions
completed remotely, resulting in
considerable savings for both citizens
and businesses in travel time and
efficient use of City resources;
• Citizens signed up for 43,022 new
MySurrey Accounts in 2021 (65%
increase from 2020) for a total of
108,437 current MySurrey Accounts;
• Initiated phased implementation of a
new Land Management online
permitting portal, a Grant
Management solution and the
integration of MySurrey Account with
the City’s Tax & Utilities online
services; and
• Successfully represented the City’s
legal interests in court to build the 84th
Avenue Extension.
144
CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
CORPORATE SUSTAINABILITY
• Promoted the expansion of
Continuous Improvement culture
within the organization to identify
opportunities, with 55 significant
process improvements completed this
year and many more underway across
the City;
• Successfully implemented a Council
Code of Conduct and Ethics
Commissioner Office;
• Supported the Ethics Commissioner in
fulfilling his mandate;
• All bylaws, including historical bylaws
are now available digitally;
• A process review was conducted for
the Council agenda process and
procedures were streamlined to
increase quality and efficiency;
• Established new procedures for mail
services regarding handling mail and
documents during a pandemic. This
included new processes for Canada
Post mail normally delivered to
facilities that were closed during the
pandemic as well as safe procedures
for handling mail; and
• Established new Collective
Agreements with CUPE 402 and IAFF
1272, ensuring ongoing labour
stability.
PUBLIC SAFETY
INCLUSION
• Develop a Workplace and Inclusion
Strategy for the City; and
• Plan and deliver the 2022 General
Local Election.
• Continue to provide support for the
creation of the Surrey Police Service,
in the areas of recruitment,
information technology, privacy,
records management requests for
information under FIPPA and legal
services; and
• Increase the security of City data and
critical infrastructure by investing in
advanced cybersecurity technologies
and continue to adopt best practices
based on industry standards.
ECONOMIC PROSPERITY & LIVELIHOODS
• Continue to expand dark fiber connectivity, and lease/exchange excess capacity in
order to be a catalyst for enabling high quality, affordable, high-speed broadband
services for our citizens and businesses; and
• Continue to provide legal support for the expansion of SkyTrain and other major
municipal projects.
145
CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
ECOSYSTEMS
• Significant update of the Tree Preservation Bylaw to enhance tree protection,
streamline processes, and increase fees and penalties.
• Implement a fourth Emerging
Leaders Program (“ELP”) cohort;
• Train all employees in the Code of
Conduct and Respectful Workplace
policies; and
• Increase online resources offered
to the public through the Surrey
Animal Resource Centre, such as
animal training webinar.
EDUCATION & CULTURE
INFRASTRUCTURE
• Continue to support the Engineering Department in the British Columbia Utilities
Commission (“BCUC”) inquiry into the regulation of district energy utilities;
• Continue rollout of the Data Driven Decision Making (“D3M”) Program by
providing training and analytical abilities to assist more business areas in meeting
City objectives through enhanced reporting and dashboarding; and
• Continue to expand Surrey Online Services and the MySurrey Account across
digital services.
CORPORATE SUSTAINABILITY
• Implement a new employee Success
Sharing Plan;
• Develop Long-term Organizational
Remote Working Framework; and
• Expand Bylaw Adjudication process
beyond parking enforcement.
146
CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the Corporate
Services department in tracking its progress and monitoring its contribution to
building a sustainable Surrey.
Division
Performance
Measures
(Sustainability
Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Bylaw
Enforcement,
Compliance &
Licensing
% of Voluntary
Compliance gained
(Public Safety)
73% 75% 75% 75% 75% 75% 75%
Information
Technology
% of transactions
completed by citizens
using City online
services
(Infrastructure)
69% 60% 62% 65% 65% 66% 67%
Occupational
Health &
Safety
Incidence frequency
rate of lost time claims
per 100 person a year
(Health & Wellness)
3.9 2.6 2.6 2.6 2.6 2.6 2.6
Recruitment
Average # of days to
fill a position vacancy -
Exempt
(Economic
Prosperity)
81 80 79 78 77 77 77
Average # of days to
fill a position vacancy -
CUPE
(Economic
Prosperity)
73 74 73 72 71 71 71
147
CORPORATE SERVICES
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
Division
Performance
Measures
(Sustainability
Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Labour
Relations &
Total
Compensation
# of staff with
perfect
attendance
(Economic
Prosperity)
450 535 450 545 550 550 550
Legal Services
Prosecution fine
revenue
(Public Safety)
$312,975 $130,000 $135,000 $140,000 $145,000 $150,000 $155,000
Legislative
Services
Number of FOI
requests
received where
the requester
was directed to
the City’s
website for the
information
(Inclusion)
10% 17% 20% 20% 20% 20% 20%
Number of
pages received
in the mailroom
from Canada
Post and
scanned to
digital format
(Ecosystem)
7,696 6,000 8,000 9,000 10,000 11,000 12,000
148
CORPORATE SERVICES—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
149
CORPORATE SERVICES—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
2020 2021 2021 2022 2023 2024 2025 2026
BYLAW SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (982)$ (849)$ (1,637)$ (1,275)$ (1,312)$ (1,350)$ (1,389)$ (1,429)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (7,712) (9,022) (8,308) (8,958) (9,218) (9,485) (9,760) (10,043)
(8,694) (9,871) (9,945) (10,233) (10,530) (10,835) (11,149) (11,472)
Expenditures
Salaries and Benefits 8,373 7,773 7,483 7,881 7,881 7,881 7,881 7,881
Operating Costs 3,015 990 764 755 885 1,015 1,145 1,275
Internal Services Used 795 841 616 745 745 745 745 745
Internal Services Recovered (205) (169) (169) (169) (169) (169) (169) (169)
External Recoveries (941) (325) - (500) (500) (500) (500) (500)
11,037 9,110 8,694 8,712 8,842 8,972 9,102 9,232
Net Operations Total 2,343 (761) (1,251) (1,521) (1,688) (1,863) (2,047) (2,240)
Transfers
To (From) Capital Sources 118 - - - - - - -
To (From) Operating Sources 390 156 - - - - - -
508 156 - - - - - -
2,851$ (605)$ (1,251)$ (1,521)$ (1,688)$ (1,863)$ (2,047)$ (2,240)$
CORPORATE SERVICES 2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 440 471 427 453 453 453 453 453
Operating Costs 58 15 - - - - - -
Internal Services Used - - - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries - - - - - - - -
498 486 427 453 453 453 453 453
Net Operations Total 498 486 427 453 453 453 453 453
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
498$ 486$ 427$ 453$ 453$ 453$ 453$ 453$
150
CORPORATE SERVICES—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
2020 2021 2021 2022 2023 2024 2025 2026
HUMAN RESOURCES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 4,227 4,596 4,550 4,612 4,612 4,612 4,612 4,612
Operating Costs 540 691 755 755 755 755 755 755
Internal Services Used 10 11 1 1 1 1 1 1
Internal Services Recovered (413) (781) (195) (195) (195) (195) (195) (195)
External Recoveries (2) (4) - - - - - -
4,362 4,513 5,111 5,173 5,173 5,173 5,173 5,173
Net Operations Total 4,362 4,513 5,111 5,173 5,173 5,173 5,173 5,173
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
4,362$ 4,513$ 5,111$ 5,173$ 5,173$ 5,173$ 5,173$ 5,173$
2020 2021 2021 2022 2023 2024 2025 2026
INFORMATION TECHNOLOGY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 14,169 14,577 14,200 14,206 14,206 14,206 14,206 14,206
Operating Costs 10,194 12,357 9,866 10,483 10,583 10,683 10,783 10,883
Internal Services Used 452 569 12 12 12 12 12 12
Internal Services Recovered (3,066) (3,138) (2,143) (2,143) (2,193) (2,243) (2,293) (2,343)
External Recoveries (78) (715) - - - - - -
21,671 23,650 21,935 22,558 22,608 22,658 22,708 22,758
Net Operations Total 21,671 23,650 21,935 22,558 22,608 22,658 22,708 22,758
Transfers
To (From) Capital Sources 2,544 5,266 5,742 5,742 5,742 5,742 5,742 5,742
To (From) Operating Sources 1,000 - - - - - - -
3,544 5,266 5,742 5,742 5,742 5,742 5,742 5,742
25,215$ 28,916$ 27,677$ 28,300$ 28,350$ 28,400$ 28,450$ 28,500$
151
CORPORATE SERVICES—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
2020 2021 2021 2022 2023 2024 2025 2026
LEGAL SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 2,100 2,232 2,236 2,260 2,260 2,260 2,260 2,260
Operating Costs 348 534 346 346 351 356 361 366
Internal Services Used 1 - 1 1 1 1 1 1
Internal Services Recovered (64) (305) (67) (67) (67) (67) (67) (67)
External Recoveries - - - - - - - -
2,385 2,461 2,516 2,540 2,545 2,550 2,555 2,560
Net Operations Total 2,385 2,461 2,516 2,540 2,545 2,550 2,555 2,560
Transfers
To (From) Capital Sources - 2 - - - - - -
To (From) Operating Sources - - - - - - - -
- 2 - - - - - -
2,385$ 2,463$ 2,516$ 2,540$ 2,545$ 2,550$ 2,555$ 2,560$
2020 2021 2021 2022 2023 2024 2025 2026
LEGISLATIVE SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (154)$ (218)$ (150)$ (154)$ (154)$ (154)$ (154)$ (154)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(154) (218) (150) (154) (154) (154) (154) (154)
Expenditures
Salaries and Benefits 2,266 2,123 2,429 2,585 2,495 2,495 2,495 2,585
Operating Costs 1,519 1,417 1,167 1,977 1,187 1,207 1,227 2,057
Internal Services Used 33 40 8 8 8 8 8 8
Internal Services Recovered (190) (294) - - - - - -
External Recoveries - (1) - - - - - -
3,628 3,285 3,604 4,570 3,690 3,710 3,730 4,650
Net Operations Total 3,474 3,067 3,454 4,416 3,536 3,556 3,576 4,496
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 225 225 225 (675) 225 225 225 (675)
225 225 225 (675) 225 225 225 (675)
3,699$ 3,292$ 3,679$ 3,741$ 3,761$ 3,781$ 3,801$ 3,821$
152
CORPORATE SERVICES—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Corporate Services
2021 ADOPTED BUDGET 38,159$
REVENUES
Sales and Services 358
Grants, Donations and Other (650)
Total Change in Revenues (292)
EXPENDITURES
Salaries
Salary Adjustments ………………………………………… 90$
Reclassed Positions ………………………………………… 72
New Positions ………………………………………… 510 672
Operating Costs
Various ………………………………………… 1,417
Hydro and Utilities ………………………………………… 1
………………………………………… - 1,418
Internal Services Used/(Recovered) 129 129
External Recoveries (500) (500)
Total Change in Expenditures 1,719
TRANSFERS
Transfer From/(To) Own Sources (900) (900)
2022 BUDGET 38,686$
2022 ADOPTED BUDGET 38,686$
REVENUES
Sales and Services (154)
Grants, Donations and Other (1,085)
Total Change in Revenues (1,239)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… -$ -
Operating Costs
Inflationary Increases and Growth ………………………………………… 1,020 1,020
Internal Services Used/(Recovered) (200) (200)
External Recoveries - -
TRANSFERS
Transfer From/(To) Own Sources - -
Total Change in Expenditures 820
2026 BUDGET 38,267$
153
DEPARTMENTAL FUNCTIONS ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
- S
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156
DEPARTMENTAL OVERVIEW ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
MISSION STATEMENT
To provide timely, effective and efficient services relating to water, sewer, drainage,
district energy, solid waste, transportation systems, design and construction, land
development and corporate real estate.
KEY PROGRAMS AND SERVICES
The Engineering Department provides city services relating to transportation, solid
waste, water, sewer, drainage, district energy, land development and the
management of real estate assets. The department includes the Design &
Construction, Land Development, Realty Services, Operations, Utilities, and
Transportation Divisions.
For the purpose of the Financial Plan, the accomplishments and goals in this section
are those that relate to the divisions that fall under the General Operating Fund: Land
Development, Realty Services, Survey, GIS and Fleet Operations. The performance
measures for Water, Sewer, Drainage, Roads & Traffic Safety (Transportation),
Parking, Solid Waste and Surrey City Energy are reported in their respective sections
of the Financial Plan as they are self-funded utilities.
LAND DEVELOPMENT
Land Development includes the
Development Services section which
prescribes the municipal infrastructure
required to service land and building
development. The Inspection Services
section ensures that the aforementioned
infrastructure meets Council-adopted
standards and requirements and the
Client Services section provides
administrative support related to
Engineering permits for construction in
City road allowances.
OPERATIONS
Operations maintains the City’s
engineering infrastructure including
roads, drainage, sewer and water
operations. This division also carries
out the City’s residential waste
collection services as well as manages
and maintains the City’s fleet of
vehicles and business enhancement
initiatives.
REALTY SERVICES
Realty Services manages the
acquisitions, dispositions, and
development of the City’s real estate
portfolio. Realty Services includes the
Land Acquisition Section, which is
responsible for the timely acquisition of
land and rights-of-way for capital
projects, park purposes and civic use,
and the Realty Asset Management
Section which manages the City’s real
estate inventory including leasing and
property sales. The Realty Development
section is responsible for developing
City land assets and exploring
development partnership opportunities
with public and private entities.
GIS SERVICES
The GIS team manages the City’s
geographic information system
(“GIS”) including tools, technology,
spatial data reporting and analytics
services. The section maintains the
157
ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
• Secured property to accommodate a
60-bed “Safe Sleep” shelter in the City
Centre as part of the UBCM
Strengthening Communities Services
Grant; and
• Identified a site in the City
Centre area for 30 units of youth
housing to be developed under
the CMHC Rapid Housing
Program.
INCLUSION
PUBLIC SAFETY
• Implementation of a turn-by-turn navigation system with route map and voice
commands to staff for the completion of winter maintenance brine routes.
HEALTH & WELLNESS
• Worked with Fraser Health to identify
and open four COVID-19 vaccination
centres;
• Developed WalkIT, a new web map
to exchange information with
pedestrians as they walk about the
City and promote walking routes
that offer the best chance of a
positive experience;
City’s flagship web map COSMOS and
enterprise systems: ArcGIS, Cityworks,
AMANDA and Assetworks.
SURVEY SERVICES
The Survey team provides services to all
City departments. With a primary focus of
legal services to support Engineering and
Parks Recreation & Culture. The Survey
Section also manages the digital plan
submission for the City's cadastral
database, provides expertise for land
development applications, and maintains
the horizontal and vertical control survey
monumentation network in the City.
SUSTAINABILITY
Under the guidance of the
Sustainability Charter 2.0, the
Sustainability team implements policy
and leads key strategic initiatives
related to climate mitigation and
adaptation. The Climate Crisis Action
Strategy (CCAS), anticipated for final
adoption in 2022, provides a roadmap
to meeting the City’s 2050 GHG targets
and improving community resilience.
The Sustainability team leads efforts
across various departments to advance
the objectives of CCAS and report on
the City’s progress.
2021 ACCOMPLISHMENTS
158
ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
• Staff created a project schedule in
Q1 2021 and piloted the
implementation on four key City
Centre and strategic projects based
on agreed milestones with the
developers and their engineers.
One project has completed while
the other three are still in-process.
To date, staff have achieved our
agreed durations/schedules;
• Completed 70% of the Procedure
Manuals for the DCC Front-Ending
and Development Works Agreements;
• Received Council approval to enter
into License Agreements with Rogers
Communications Inc. to install,
operate and maintain
telecommunication infrastructure
within the road allowances to increase
broadband access and connectivity for
Surrey residents;
ECONOMIC PROSPERITY & LIVELIHOODS
• Develop and implement a new
inventory control system in the
garage to allow digital tracking of
parts and supplies. To date, the
system is managing approximately
1,400 product lines in the garage
store; and
• Enhanced public access to
information related to planned and
ongoing capital construction projects;
INFRASTRUCTURE
ECOSYSTEMS
• Engineering Operations applied
evidence-based decision making in
reviewing the most common
musculoskeletal injuries (“MSI”).
An educational program was
developed and applied throughout
2021 which led to a 66% reduction
in MSI when compared to 2020;
and
• Implemented the fifth year of a
five-year strategy to improve
employee safety by reducing short
duration employee absenteeism
due to preventable workplace
accidents by 2021.
• Committed $54.4 million in parkland acquisition expenditures, excluding ripari-
an dedications and parklands transferred through the City land development
process, resulting in 23.3 acres of parkland being added to the City’s inventory
for the use and enjoyment of all its residents and visitors.
159
ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
• Developed processes to compile and
share asset condition, probability of
failure and consequence of failure
information related to critical
infrastructure to support sound
maintenance management and
sustainable service delivery;
• Assumed the ongoing lease
agreements at the Cloverdale
Fairgrounds from the Lower Fraser
Valley Exhibition Association as part
of the City’s new role as the
Fairground Operator;
• Increased, through appraisal
review, the park dedication
contributions to the City by an
additional $1,640,000 over and
above the original amounts
proposed as part of development
applications;
• Completed 292 appraisal requests
representing 811 properties in
furtherance of the City’s strategic
initiatives to increase civic, social,
infrastructure and parkland
services; and
• In support of the City infrastructure
for land development, processed
and registered 1,553 documents at
the Land Title Office.
FUTURE INITIATIVES, GOALS & OBJECTIVES
EDUCATION & CULTURE
• Update tools and technology to estimate and develop plans to mitigate debris
generated form significant environmental disasters or events.
• Upgraded COSMOS with the latest GIS map technology available.
Enhancements include better overall performance, improved drawing graphics
and measuring tools as well as dynamic links to Surreys new Traffic Data Hub
operations dashboard.
PUBLIC SAFETY
ECOSYSTEMS
• Implement the second year of a five year funding strategy to support the
implementation of the City’s Biodiversity Conservation Strategy, via an increase
to the City-wide Parkland Acquisition Development Cost Charge (“DCC”) rate
(subject to Provincial approval).
160
ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
HEALTH & WELLNESS
• Engineering’s goal is to assist in reducing utility contact incidents associated with
construction activities. In an effort to support this goal, visual graphics were
developed to promote and remind staff of the required steps to excavation
safety.
INFRASTRUCTURE
• In conjunction with TransLink and the
Province, complete procurement of
Surrey Langley SkyTrain along Fraser
Highway including any required early
works to support construction;
• Successfully deliver the 2021 Disaster
Mitigation and Adaptation Fund
(“DMAF”) Program Work Plan
including finalizing design of the
Serpentine Sea Dam and
commencing construction on the
Colebrook Dyke and Nicomekl River
Bridge;
• Support the Ministry of
Transportation and Infrastructure
in the ongoing replacement of the
Pattullo Bridge, including
associated road and cycling
network upgrades in the
Bridgeview area; and
• Complete development of new data
driven technology to monitor,
analyze and report relevant
sustainable service delivery
(“SSD”) metrics that will allow the
City to better understand
infrastructure condition and
maintenance or replacement
priorities.
Crosswalk at 68 Ave
161
ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
ECONOMIC PROSPERITY & LIVELIHOODS
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Deliver the ongoing property
acquisition requirements for
the 2022 Parkland Acquisition
Program, as well as
acquisitions for Biodiversity
Conservation Strategy
purposes;
• Successfully open the North
Surrey Recycling and Waste
Centre providing a one-stop
drop-off location for residents
and small business owners to
dispose of recyclables and
waste; and
• Complete strategic cycling network
route map and share as a new
layer on COSMOS along with
plans and schedule to close gaps
in the network.
• As part of the DMAF program,
implement the Government of
Canada’s Community Employment
Benefits (“CEB”) Initiative to
support 20–30% of employment
hours carried out by individuals
who fall into at least one of the
CEB’s seven target groups, and
50% of purchasing from target
enterprise types;
• The City’s 2022 Capital Program
will support Surrey’s Economic
Action and Recovery Plan from
the COVID-19 pandemic by
investing $110 million in
infrastructure to support growth
and development in the City; and
• Develop a new public facing
web map of voting places and
approximate wait times to run
in real time during 2022
municipal election.
City of Surrey Mapping Online System (COSMOS)
162
ENGINEERING
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the
Engineering Department in tracking its progress and monitoring its contribution to
building a sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Land
Development
% of projects completed
within typical seven-
month processing time
from Project Scoping
submission to Servicing
Agreement issuance
(Economic Prosperity
and Livelihoods)
38% 50% 50% 50% 50% 50% 50%
Realty
Services
Expenses as a % of
lease/rental revenues
(Infrastructure) 56% 45% 45% 45% 45% 45% 45%
Operations
% reduction in illegal
dumping cleanup costs
(Built Environments) 20% 45% 22% 24% 26% 28% 30%
Reduce preventable
employee injuries by
90% over 5 years
(Health & Wellness) 35% 70% 80% 90% 90% 90% 90%
% decrease of landfill
waste tonnage/
household
(Ecosystems/Economic
Prosperity &
Livelihoods)
0% 3% 2% 2% 2% 2% 2%
Solid waste diversion
rate from disposal
(Ecosystems) 70% 74% 72% 74% 76% 78% 80%
% Completion of Project
of adding parts and
supplies to garage
Inventory
(Infrastructure)
60% 100% 100% 100% 100% 100% 100%
163
ENGINEERING—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
164
ENGINEERING—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
2020 2021 2021 2022 2023 2024 2025 2026
ENGINEERING OPERATIONS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (58)$ (115)$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(58) (115) - - - - - -
Expenditures
Salaries and Benefits 29,556 29,451 29,478 29,503 29,503 29,503 29,503 29,503
Operating Costs 5,522 6,918 6,989 7,222 7,431 7,646 7,868 8,096
Internal Services Used 5,536 5,193 4,859 4,593 4,593 4,593 4,593 4,593
Internal Services Recovered (44,534) (44,993) (44,687) (44,720) (44,929) (45,144) (45,366) (45,594)
External Recoveries (729) (699) (304) (304) (304) (304) (304) (304)
(4,649) (4,130) (3,665) (3,706) (3,706) (3,706) (3,706) (3,706)
Net Operations Total (4,707) (4,245) (3,665) (3,706) (3,706) (3,706) (3,706) (3,706)
Transfers
To (From) Capital Sources 3,374 3,303 3,299 3,340 3,340 3,340 3,340 3,340
To (From) Operating Sources 56 - - - - - - -
3,430 3,303 3,299 3,340 3,340 3,340 3,340 3,340
(1,277)$ (942)$ (366)$ (366)$ (366)$ (366)$ (366)$ (366)$
ENGINEERING 2020 2021 2021 2022 2023 2024 2025 2026
PROFESSIONAL SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (18)$ (30)$ (7)$ (4)$ (4)$ (4)$ (4)$ (4)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(18) (30) (7) (4) (4) (4) (4) (4)
Expenditures
Salaries and Benefits 7,622 7,683 8,960 8,990 8,990 8,990 8,990 8,990
Operating Costs 474 1,097 417 567 587 608 630 652
Internal Services Used 1,495 1,370 1,735 (63) (63) (63) (63) (63)
Internal Services Recovered (7,308) (7,492) (9,188) (7,540) (7,540) (7,540) (7,540) (7,540)
External Recoveries (21) (742) - - - - - -
2,262 1,916 1,924 1,954 1,974 1,995 2,017 2,039
Net Operations Total 2,244 1,886 1,917 1,950 1,970 1,991 2,013 2,035
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 251 - 15 15 15 15 15 15
251 - 15 15 15 15 15 15
2,495$ 1,886$ 1,932$ 1,965$ 1,985$ 2,006$ 2,028$ 2,050$
165
ENGINEERING—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
2020 2021 2021 2022 2023 2024 2025 2026
LAND DEVELOPMENT ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (5,680)$ (7,517)$ (5,688)$ (5,853)$ (6,023)$ (6,198)$ (6,378)$ (6,563)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (769) (914) (487) (501) (516) (531) (546) (562)
(6,449) (8,431) (6,175) (6,354) (6,539) (6,729) (6,924) (7,125)
Expenditures
Salaries and Benefits 3,607 3,345 4,212 4,210 4,210 4,210 4,210 4,210
Operating Costs 883 1,446 745 745 767 789 812 836
Internal Services Used 3,609 3,354 3,044 3,044 3,138 3,306 3,478 3,655
Internal Services Recovered (208) (218) (216) (216) (216) (216) (216) (216)
External Recoveries (2,361) (2,950) (1,735) (1,735) (1,735) (1,735) (1,735) (1,735)
5,530 4,977 6,050 6,048 6,164 6,354 6,549 6,750
Net Operations Total (919) (3,454) (125) (306) (375) (375) (375) (375)
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 406 - - - - - - -
406 - - - - - - -
(513)$ (3,454)$ (125)$ (306)$ (375)$ (375)$ (375)$ (375)$
2020 2021 2021 2022 2023 2024 2025 2026
REALTY SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (60)$ (38)$ (71)$ (71)$ (73)$ (75)$ (77)$ (79)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (2,972) (2,728) (2,101) (1,977) (2,034) (2,093) (2,154) (2,216)
(3,032) (2,766) (2,172) (2,048) (2,107) (2,168) (2,231) (2,295)
Expenditures
Salaries and Benefits 2,265 2,562 3,096 3,118 3,118 3,118 3,118 3,118
Operating Costs 3,770 4,015 3,660 3,906 4,019 4,136 4,256 4,379
Internal Services Used 685 940 917 141 141 141 141 141
Internal Services Recovered (1,703) (2,029) (2,644) (1,868) (1,868) (1,868) (1,868) (1,868)
External Recoveries (24) (177) - (471) (471) (471) (471) (471)
4,993 5,311 5,029 4,826 4,939 5,056 5,176 5,299
Net Operations Total 1,961 2,545 2,857 2,778 2,832 2,888 2,945 3,004
Transfers
To (From) Capital Sources (1) (24) - - - - - -
To (From) Operating Sources 26 - - - - - - -
25 (24) - - - - - -
1,986$ 2,521$ 2,857$ 2,778$ 2,832$ 2,888$ 2,945$ 3,004$
166
ENGINEERING—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
2020 2021 2021 2022 2023 2024 2025 2026
SUSTAINABILITY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sales and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (94) (136) - - - - - -
(94) (136) - - - - - -
Expenditures
Salaries and Benefits 645 531 641 512 512 512 512 512
Operating Costs 292 303 107 270 270 270 270 270
Internal Services Used 139 141 - - - - - -
Internal Services Recovered (86) (48) - - - - - -
External Recoveries (165) (127) (150) (50) (50) (50) (50) (50)
825 800 598 732 732 732 732 732
Net Operations Total 731 664 598 732 732 732 732 732
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources (439) (354) (288) (483) (483) (483) (483) (483)
(439) (354) (288) (483) (483) (483) (483) (483)
292$ 310$ 310$ 249$ 249$ 249$ 249$ 249$
167
ENGINEERING—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Engineering
2021 ADOPTED BUDGET 4,608$
REVENUES
Sales and Services
Engineering Professional Services Fees 3$
Land Development Application Fees ………………………………………… (165) (162)
Grants, Donations and Other
Realty Rental and Lease Revenue ………………………………………… 124
Land Development Permit Fees ………………………………………… (14) 110
Total Change in Revenues (52)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments ………………………………………… 75
Reclassed Positions ………………………………………… (129)
New Positions ………………………………………… - (54)
Operating Costs
Engineering Operations ………………………………………… 233
Engineering Professional Services ………………………………………… 150
Land Development ………………………………………… -
Realty Services ………………………………………… 246
Sustainability ………………………………………… 163 792
Internal Services Used/(Recovered)
Engineering Operations ………………………………………… (299)
Engineering Professional Services ………………………………………… (150)
Land Development ………………………………………… -
Realty Services ………………………………………… - (449)
External Recoveries (371) (371)
Transfer To/(From) Own Sources (154) (154)
Total Change in Expenditures (236)
2022 BUDGET 4,320$
2022 ADOPTED BUDGET 4,320$
REVENUES
Engineering Professional Services Growth ………………………………………… -$
Land Development Growth ………………………………………… (771)
Realty Growth ………………………………………… (247) (1,018)
Total Change in Revenues (1,018)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… - -
Operating Costs
Inflationary Increases and Growth ………………………………………… 1,523 1,523
Internal Services Used/(Recovered) (263) (263)
External Services Recovered - -
Transfer To/(From) Own Sources - -
Total Change in Expenditures 1,260
2026 BUDGET 4,562$
168
DEPARTMENTAL FUNCTIONS FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
- P
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Sally B
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170
DEPARTMENTAL OVERVIEW FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
MISSION STATEMENT
To provide expert advice, services and innovative solutions in the areas of Finance,
Taxation, Risk Management and Audit Services to City departments and citizens, with
a focus on the City’s values to provide “An Innovative Team Serving the Community
with Integrity”.
KEY PROGRAMS AND SERVICES
The Finance Department provides financial expertise, risk management, internal audit
services, advice and guidance to support all City operations. It delivers responsive
services and innovative solutions to streamline processes and facilitate City-wide
gains in efficiencies and internal controls. In addition to leading process
improvements, it sets and maintains practices, policies and standards. The
Department’s core services include:
FINANCIAL SERVICES, INCLUDING
BUDGET AND ANALYSIS
Prepares the City’s operating and capital
budgets and quarterly financial reports.
It reviews various corporate reports for
the Senior Management Team and
Council. It also provides long-term
financial planning and monitors and
analyzes expenditure and revenue trends
throughout the fiscal year and assists
other departments in achieving their
financial targets by providing periodic
variance analysis reports, thereby
ensuring that the City meets its annual
budget.
FINANCIAL REPORTING
Responsible for preparation of annual
financial statements and statutory
financial reporting. This division is also
responsible for presenting an annual
five-year financial plan which
establishes financial and programming
priorities.
PAYROLL
Ensures that City employees receive
their salaries accurately and on time, and
with the correct deductions and
necessary withholdings. Payroll is also
responsible for remitting any
withholdings or deductions on behalf of
employees to the appropriate
authorities.
INTERNAL AUDIT AND COMPLIANCE
Responsible for examination and
evaluation of financial and non-financial
processes and programs across all City
departments with a view to providing an
independent and objective opinion on
financial processes and the control
environment (comprising governance,
risk management, and internal control)
by evaluating their effectiveness in
achieving the City's objectives.
REVENUE SERVICES
Responsible for the billing and collection
of property taxes and billing for annual,
metered and district energy utility
clients. This section is also responsible
for collecting fees for dog licenses, false
alarms, secondary suites, and parking
tickets. Revenue Services oversees
Accounts Payable where their
responsibilities include processing of
accurate and prompt supplier payments
and ensuring that the suppliers’
information is accurate and up to date in
the City’s financial management system.
171
FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
2021 ACCOMPLISHMENTS
PROCUREMENT SERVICES &
CONTRACT MANAGEMENT
Coordinates the procurement of high
quality, cost-effective goods and
services, while ensuring all City polices
are followed and best practices
implemented. This section follows
applicable legislation and ensures
appropriate public and competitive
processes are applied to achieve best
value. It provides professional expertise
in the areas of Purchasing, Supply Chain
Management and Contract
Administration.
RISK MANAGEMENT SERVICES
Provides consulting services to City
departments on how to identify, plan for,
and manage risks in their daily
business. It provides service and
expertise in the areas of risk
identification and treatment, insurance,
claims, litigation, and loss control. By
incorporating effective Risk Management
practices, the City is able to identify,
manage and reduce the overall cost of
risk.
TREASURY OPERATIONS
Monitors cash flow and invests funds in
a prudent manner, providing investment
return and long-term security while
meeting daily cash flow needs. This
section is responsible for the City’s
relationship with its financial institution
and credit/debit card payment processor.
INCLUSION
• Continued to provide remote payment options to reduce traffic flow to City Hall
during the pandemic; and
• Introduced a process of demand planning for procurement services by
collaborating with business leads to forecast goods and services that they expect
to procure.
PUBLIC SAFETY
• Reviewed Enterprise Risk Management (“ERM”) best practices to explore
opportunities to improve how the City is proactively managing its portfolio of
risks; and
ENVIRONMENT & NEIGHBOURHOODS
• Utilized social media opportunities to communicate with residents, resulting in
better customer service for our taxpayers.
172
FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
ECOSYSTEMS
• Continued to provide risk management advice to the Coastal Flood Adaptation
Strategy as a member of the advisory committee;
• Continued to reduce the number of paper cheques being issued by the City by
increasing enrollment in the direct deposit payment process; and
• Under the direction of the Province of BC, implemented the new Homeowner
Grant application process in collaboration with the Province.
ECONOMIC PROSPERITY & LIVELIHOODS
• All approvals granted on schedule and
full external borrowing proceeds of
$150.6M were received for Newton
Community Centre, City Centre Sports
Complex, and Cloverdale Sport and Ice
Complex;
• Progressed on the development of a
debt utilization and management
guideline as a tool to guide decision
making on the usage and
management of debt to fund City
programs;
• Continued to review property and
liability insurance contracts with
insurance providers to obtain
competitive rates and coverages;
• Continued a review of the City’s Cash
Handling Policy including the
guidelines for handling cardholder
data and the cardholder data
protection policy to ensure compliance
with current best practices;
• Conducted a detailed Insurance
Reserve Analysis to identify ways to
achieve optimum reserve balance;
• Continued to develop a capital funding
strategy to deliver community
infrastructure while managing
borrowing requirements;
• Assisted with the City’s transition to a
new mobile carrier to achieve financial
and technological efficiencies;
• Implemented Financial System
reporting to monitor prevalence of
online payment remittance for
accounts receivable invoices; and
• Completed a Request for Proposals
(“RFP”) and awarded a contract to a
collection agency to ensure efficient
revenue
collection
and the
reduction
of bad
debts.
• Investigated a new digital First Aid data management system to better record
injuries experienced at City facilities, to identify opportunities for prevention. The
process is on-going.
Property & Payment Services on
first floor of City Hall
173
FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
EDUCATION & CULTURE
• Increased the functionality of the
Financial Management System for
staff;
• Explored data driven decision making
capabilities to develop graphical
operating and capital budget reports
for City departments. The reporting
options are under review, and the IT
team is assisting with this initiative;
• Offered Budgeting, Financial Reporting
and Procurement related training
sessions to new and existing
managers; and
• Completed roll out of new purchasing
card (“P-Card”) reconciliation process
for staff by improving accessibility,
user interface, and ease of use.
INFRASTRUCTURE
• Initiated a new procurement process to procure a new E-Procurement tool. The
implementation process will conclude in 2022.
• Implemented self-service capabilities for staff to manage payroll direct deposit
information; and
• Continued to develop the Financial System by upgrading the processes, adding
increased functionality, and continuing with overall process efficiencies.
CORPORATE SUSTAINABILITY
• Received the Canadian Award for
Financial Reporting for the 2020
Annual Financial Report;
• Received the Distinguished Budget
Presentation Award for the 2021-2025
Financial Plan;
• Received the Popular Annual Financial
Reporting Award for the 2020 Annual
Financial Report Highlights;
• Created an Employee Vehicle Mileage
Reimbursement guideline document
as a tool to assist employees in
identifying eligible mileage expenses
and reduce the number of incorrect
mileage reimbursement submissions;
Award Winning 2021—2025 Financial Plan
174
FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
ECOSYSTEMS
FUTURE INITIATIVES, GOALS & OBJECTIVES
• Continue to explore social media
opportunities to communicate with
residents, resulting in better customer
service for our taxpayers; and
• Advance emergency preparedness
through increased Emergency
Operations Centre (“EOC”) training.
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Continue to provide risk management advice to the Coastal Flood Adaptation
Strategy as a member of the advisory committee;
• Managed cashflow and liquidity requirements in response to pandemic related
financial impacts;
• Completed the Surrey City Development Corporation (“SCDC”) audit and
consolidated financial statements in-house as part of the transition of SCDC
activities to the City;
• Ensured that all financial transactions and reporting met appropriate statutory
requirements; and
• Integrated the City’s capital budget management and reporting with the City’s
Financial Management System.
Exterior of Surrey City Hall
INCLUSION
• Increase residents’ access to City services by piloting a late opening evening once a
week at City Hall for select property and payment services.
175
FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
EDUCATION & CULTURE
• Create a draft framework and decision
matrix for corporate and departmental
risk tolerance with input from senior
managers;
• Use survey tools to conduct a survey
targeting all internal/external
stakeholders that utilize Procurement
Services for gauging customer and
contractor satisfaction;
• Create a Finance Cost Recovery Guide
for emergency event claims;
• Conduct at least 3 training sessions for
staff on risk management and claims
processes;
• Explore Data Driven Decision Making
(“D3M”) capabilities to develop
graphical operating and capital budget
reports for City departments; and
• Conduct a continuous improvement
process on claims management with
the goals to improve efficiency,
increase productivity, reduce the time
to close files and positively impact the
total cost of managing risks.
• Continue to manage the City’s investment portfolio to maximize yield while
maintaining safety and liquidity of investments; and
• Continue to implement a process of demand planning for Procurement services by
collaborating with business leads to forecast goods and services that they expect to
procure.
ECONOMIC PROSPERITY & LIVELIHOODS
CORPORATE SUSTAINABILITY
• Publish the 2021 Annual Financial Report meeting all legislated and Public Sector
Accounting Board standards and requirements;
• Continue to find opportunities for collaborative procurements by simplifying and
standardizing similar requirements to achieve value for money for various
departments in the City; and
• Continue to assist with the transition of SCDC activities and assets to the City and
fulfill all regulatory and audit requirements.
176
FINANCE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the Finance
Department in tracking its progress and monitoring its contribution to building a
sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Financial
Reporting
% of completed audit
reports that result in
recommendations for
change
(Infrastructure)
75% 90% 90% 90% 90% 90% 90%
Budget
# of quarterly reports
submitted to Council
(Infrastructure)
3 3 3 3 3 3 3
Revenue
Services
# of tax e-bills sent out
(Ecosystems) 24, 308 22,729 22,729 23,229 23,729 24,229 24,740
# of utility e-bills sent
out (Ecosystems) 33,047 28,600 29,100 29,600 30,100 30,600 31,100
# of invoices processed
by Accounts Payable
(Infrastructure)
69,476
70,874
72,291
73,737
75,212
76,716
78,250
# of electronic invoices
received by Accounts
Payable
(Infrastructure)
43,946 48,115 49,078 50,059 51,060 52,082 53,124
Procurement
Services
# of departmental
procurement training
sessions conducted
(Infrastructure)
4 4 4 4 4 4 4
Risk
Management
Services
Total cost of risk per
capita
(Economic Prosperity)
$4.50 $3.25 $6.00 $6.75 $6.75 $6.50 $6.50
Treasury
Operations
# of invoices created by
Accounts Receivable
(Infrastructure)
10,516
15,662
10,726
10,941
11,160
11,383
11,611
% of staff receiving
electronic pay stubs
(Infrastructure)
100% 100% 100% 100% 100% 100% 100%
177
FINANCE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Administration 1,900$ 1,642$ 2,533$ 2,576$ 2,576$ 2,576$ 2,576$ 2,576$
Financial Reporting & Compliance 376 601 908 914 1,064 1,214 1,364 1,514
Financial Services 2,849 2,128 2,504 2,534 2,532 2,530 2,528 2,526
Revenue Services 1,146 793 1,775 1,739 1,706 1,672 1,637 1,601
Risk Management 2,036 2,178 2,178 3,011 3,011 3,011 3,011 3,011
Treasury Operations 933 799 777 784 784 784 784 784
9,240$ 8,141$ 10,675$ 11,558$ 11,673$ 11,787$ 11,900$ 12,012$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (1,377)$ (1,786)$ (1,409)$ (1,421)$ (1,459)$ (1,498)$ (1,538)$ (1,579)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (99) (104) (104) - - - - -
(1,476) (1,890) (1,513) (1,421) (1,459) (1,498) (1,538) (1,579)
Expenditures
Salaries and Benefits 8,297 8,408 10,082 10,169 10,169 10,169 10,169 10,169
Operating Costs 5,347 4,349 6,309 6,641 6,806 6,971 7,136 7,301
Internal Services Used 137 107 276 276 276 276 276 276
Internal Services Recovered (1,784) (1,633) (2,094) (2,222) (2,234) (2,246) (2,258) (2,270)
External Recoveries (1,358) (56) (243) (243) (243) (243) (243) (243)
10,639 11,175 14,330 14,621 14,774 14,927 15,080 15,233
Net Operations Total 9,163 9,285 12,817 13,200 13,315 13,429 13,542 13,654
Transfers
To (From) Capital Sources 6 - - - - - - -
To (From) Operating Sources 71 (1,144) (2,142) (1,642) (1,642) (1,642) (1,642) (1,642)
77 (1,144) (2,142) (1,642) (1,642) (1,642) (1,642) (1,642)
9,240$ 8,141$ 10,675$ 11,558$ 11,673$ 11,787$ 11,900$ 12,012$
2.57% of General Net
Taxation allocated to
Finance
178
FINANCE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 761 1,578 2,084 2,127 2,127 2,127 2,127 2,127
Operating Costs 135 58 435 435 435 435 435 435
Internal Services Used 7 6 14 14 14 14 14 14
Internal Services Recovered - - - - - - - -
External Recoveries (3) - - - - - - -
900 1,642 2,533 2,576 2,576 2,576 2,576 2,576
Net Operations Total 900 1,642 2,533 2,576 2,576 2,576 2,576 2,576
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 1,000 - - - - - - -
1,000 - - - - - - -
1,900$ 1,642$ 2,533$ 2,576$ 2,576$ 2,576$ 2,576$ 2,576$
FINANCIAL REPORTING & 2020 2021 2021 2022 2023 2024 2025 2026
COMPLIANCE ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 369 554 778 784 784 784 784 784
Operating Costs 7 47 120 120 270 420 570 720
Internal Services Used - - 10 10 10 10 10 10
Internal Services Recovered - - - - - - - -
External Recoveries - - - - - - - -
376 601 908 914 1,064 1,214 1,364 1,514
Net Operations Total 376 601 908 914 1,064 1,214 1,364 1,514
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
376$ 601$ 908$ 914$ 1,064$ 1,214$ 1,364$ 1,514$
179
FINANCE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
2020 2021 2021 2022 2023 2024 2025 2026
FINANCIAL SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (72)$ (53)$ (107)$ (110)$ (110)$ (110)$ (110)$ (110)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(72) (53) (107) (110) (110) (110) (110) (110)
Expenditures
Salaries and Benefits 2,980 2,164 2,605 2,638 2,638 2,638 2,638 2,638
Operating Costs 231 197 444 444 449 454 459 464
Internal Services Used 7 12 7 7 7 7 7 7
Internal Services Recovered (262) (168) (167) (167) (174) (181) (188) (195)
External Recoveries (35) (24) (28) (28) (28) (28) (28) (28)
2,921 2,181 2,861 2,894 2,892 2,890 2,888 2,886
Net Operations Total 2,849 2,128 2,754 2,784 2,782 2,780 2,778 2,776
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - (250) (250) (250) (250) (250) (250)
- - (250) (250) (250) (250) (250) (250)
2,849$ 2,128$ 2,504$ 2,534$ 2,532$ 2,530$ 2,528$ 2,526$
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (1,305)$ (1,733)$ (1,302)$ (1,311)$ (1,349)$ (1,388)$ (1,428)$ (1,469)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (99) (104) (104) - - - - -
(1,404) (1,837) (1,406) (1,311) (1,349) (1,388) (1,428) (1,469)
Expenditures
Salaries and Benefits 2,634 2,764 3,288 3,285 3,285 3,285 3,285 3,285
Operating Costs 113 87 97 97 107 117 127 137
Internal Services Used 14 11 20 20 20 20 20 20
Internal Services Recovered (211) (232) (224) (352) (357) (362) (367) (372)
External Recoveries - - - - - - - -
2,550 2,630 3,181 3,050 3,055 3,060 3,065 3,070
Net Operations Total 1,146 793 1,775 1,739 1,706 1,672 1,637 1,601
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
1,146$ 793$ 1,775$ 1,739$ 1,706$ 1,672$ 1,637$ 1,601$
180
FINANCE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
2020 2021 2021 2022 2023 2024 2025 2026
RISK MANAGEMENT ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 584 411 422 423 423 423 423 423
Operating Costs 4,829 3,919 5,169 5,501 5,501 5,501 5,501 5,501
Internal Services Used 108 78 225 225 225 225 225 225
Internal Services Recovered (1,242) (1,054) (1,531) (1,531) (1,531) (1,531) (1,531) (1,531)
External Recoveries (1,320) (32) (215) (215) (215) (215) (215) (215)
2,959 3,322 4,070 4,403 4,403 4,403 4,403 4,403
Net Operations Total 2,959 3,322 4,070 4,403 4,403 4,403 4,403 4,403
Transfers
To (From) Capital Sources 6 - - - - - - -
To (From) Operating Sources (929) (1,144) (1,892) (1,392) (1,392) (1,392) (1,392) (1,392)
(923) (1,144) (1,892) (1,392) (1,392) (1,392) (1,392) (1,392)
2,036$ 2,178$ 2,178$ 3,011$ 3,011$ 3,011$ 3,011$ 3,011$
2020 2021 2021 2022 2023 2024 2025 2026
TREASURY OPERATIONS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 969 937 905 912 912 912 912 912
Operating Costs 32 41 44 44 44 44 44 44
Internal Services Used 1 - - - - - - -
Internal Services Recovered (69) (179) (172) (172) (172) (172) (172) (172)
External Recoveries - - - - - - - -
933 799 777 784 784 784 784 784
Net Operations Total 933 799 777 784 784 784 784 784
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
933$ 799$ 777$ 784$ 784$ 784$ 784$ 784$
181
FINANCE—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Finance
2021 ADOPTED BUDGET 10,675$
REVENUES
Sales and Services
Increase in Tax Services Fees ………………………………………… (9)$
Increase in Other Fees for Service ………………………………………… (3) (12)
Grants, Donations and Other ………………………………………… 104 104
Total Change in Revenues 92
EXPENDITURES
Salaries
Salary Adjustments ………………………………………… 87
Reclassed Positions ………………………………………… -
New Positions ………………………………………… - 87
Operating Costs
Various ………………………………………… 332 332
Internal Services Used/(Recovered) (128) (128)
External Recoveries - -
Transfer From/To Own Sources 500 500
Total Change in Expenditures 791
2022 BUDGET 11,558$
2022 ADOPTED BUDGET 11,558$
REVENUES
Sales and Service
Services Fee Increases ………………………………………… (158)$ (158)
Total Change in Revenues (158)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… - -
Operating Costs
Inflationary Increases and Growth ………………………………………… 660
………………………………………… - 660
Internal Services Used/(Recovered) (48) (48)
External Recoveries - -
Transfer From/To Own Sources - -
Total Change in Expenditures 612
2026 BUDGET 12,012$
182
DEPARTMENTAL FUNCTIONS FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
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184
DEPARTMENTAL OVERVIEW FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
MISSION STATEMENT
To protect life, property and the environment by responding to emergencies, ensuring
regulatory compliance and developing community education.
KEY PROGRAM AND SERVICES
The Surrey Fire Service helps to make our City a safe place to live. It is divided into
five divisions and three branches.
ADMINSTRATION
The Administration division is
responsible for developing, maintaining
and administering the policies,
procedures and guidelines at Surrey Fire
Service. The management team includes
the Fire Chief, Deputy Chiefs, Assistant
Chiefs, and several professional and
administrative specialists.
Administration also operates the Surrey
Emergency Program which coordinates
emergency preparedness.
OPERATIONS
Operations is the largest division and is
comprised of three branches:
Suppression, Prevention and Training.
Suppression consists of the first
responders who attend to all fire calls,
extrication and motor vehicle incidents,
medical emergencies, hazardous
material response and rescue activities.
Prevention operates four priority areas
of services: Community Risk Reduction,
public engagement & education
programs, fire cause investigation, and
general inspection services to secure
public safety and code compliance.
Training is responsible for ensuring the
skills needed to protect the City from a
wide range of hazards are continually
being monitored and administered.
Firefighters are provided continuous
operational skill maintenance training
and new learner skills development
throughout their working career. Formal
and informal training with certification is
also conducted for firefighters and fire
officers in conjunction with local
educational institutes and universities. COMMUNICATIONS
The Communications division consists of
the Surrey Fire Regional Dispatch
providing professional call taking and
dispatch service for Surrey Fire and
several other municipalities across BC.
This division is supported by Computer
Specialists and Communications
Technicians who provide support for
system updates and maintenance.
MECHANICAL
Mechanical division employs Emergency
Vehicle Technicians who maintain and
repair Surrey Fire Service’s fleet of fire
apparatus and support vehicles together
with an array of specialized equipment.
SUPPORT
This division keeps the department
running smoothly as they handle much
of the paperwork and digital records
generated by the fire department along
with day-to-day administration.
185
FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
INCLUSION
2021 ACCOMPLISHMENTS
• Continued to work on behalf of the City Manager and BC Emergency Health
Services (“BCEHS”) to establish collaborative working groups to seek alternative,
more efficient approaches for Fire Services and Ambulance Services involvement
in responding to medical
emergencies in Surrey;
• Facilitated Women in
Firefighting workshops
throughout the year to develop
diverse candidates for
firefighter recruitment;
• 43% of dispatch and firefighter
recruits hired in 2021 were
diverse candidates; and
• Completed staff training that
focused on the importance of
inclusivity and maintaining a
respectful workplace.
BUILT ENVIRONMENT & NEIGHBOURHOODS
Surrey Fire hosts these events throughout the year as a
component of Surrey’s Employment Diversity Program
• The Community Property Safety Team (“CPST”) treats distressed properties with
an immediate focus on unsecured or breached abandoned residential properties by
ensuring that property owners maintain their properties in a safety-focused
manner to reduce the risk of fire, loss of life or injury. Since inception, 927
properties have been identified by the CPST, 550 of those properties were
demolished by their owners, and 128 properties re-invested. These continued
efforts have decreased fire rates by 88% from 11.2 abandoned structure fires per
100 structure fires in 2019 to 1.3 abandoned structure fires per 100 structure fires
in 2021. The program’s success at identifying distressed properties through the
use of predictive modeling combined with progressive security measures, targeted
inspections, and reporting of security breaches by fire crews has resulted in this
dramatic reduction in abandoned structure fires.
186
FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
• Reduced fire related death and injuries
at residential properties through the
continued deployment of the
HomeSafe Program. This program
increases the number of working
smoke alarms in residential structures;
• An indicator of the success of the
HomeSafe program is assessing
whether a smoke alarm unit was
functioning at the time of a residential
fire. Since 2006, the rate of working
smoke alarms at fires have increased
from 25% to 70% in 2021;
• Inspected 8,409 business properties
and provided 7,834 safety educational
inspection pamphlets to the business
proprietors. This ongoing process
bolsters the City’s efforts to improve
fire code compliance and the
resiliency of businesses;
• In collaboration with Engineering/
GIS department, properties with
potential wildland urban interface
fire risks were identified for delivery
of ’FireSmart’ preventative
educational brochures;
• The rate of death/injury per 100,000
residents at residential fires has
decreased by 77% from 2006 from
10.9 casualties per 100,000 residents
to 2.6 casualties per 100,000
residents for 2021;
• During the COVID-19 pandemic,
Surrey Emergency Preparedness
presentation was delivered to
attendees through a virtual platform;
• The 2021 residential structure fire
rate of 0.64 fires per 1,000 residential
structures has decreased by 69%
from 2006 as depicted in the chart
below;
PUBLIC SAFETY
Source: Fire Department, Office of Fire Commission
187
FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
• The Business Emergency Preparedness Program included delivery of 7,834
disaster recovery educational pamphlets;
• Coordinated 24 Level 1 Emergency Support Service (“ESS”) responses for 98
displaced residents at single family dwellings. There were two ESS Level 2 team
responses for 2021 which supported 321 displaced residents at multi-residential
dwellings; and
• Installed 459 smoke alarms at single-family residences during HomeSafe
inspections, including 12,953 smoke alarm verification tests.
• Successfully executed four new
multi-year regional fire dispatch fee for
service agreements and transitioned
those new clients, made up of nine
agencies, to our service. Operating a
well-managed in-house Dispatch Services
unit, strategically allows for increased
control of quality and costs of service for
Surrey and client agencies; and
• In addition to safely completing all
planned annual training of Fire staff
through the Central Training Facility, two
major training clients renewed facility
lease agreements to maximize a return on
investment in the Central Training
Facility.
Surrey Fire Regional Dispatch Centre
ECONOMIC PROSPERITY & LIVELIHOODS
ECOSYSTEMS
• Published three research articles and/or papers illustrating the evidence-based
decision making used for strategic planning and emergency activity. Topics
included: Traumatic Falls and Lift Assists in Surrey, Distressed Property: Community Risk Reduction in Surrey, and Hiring Schedule Optimization; and
• Streamlined the process for fuel consumption reporting to improve analysis of
the anti-idling power unit’s technology compared to the traditional apparatus.
This will bolster data driven decision making surrounding the ongoing
procurement of apparatus equipped with anti-idling units. The investments in
these units aim to minimize fuel use in support of anti-idling and the City’s aim
to lower greenhouse gas emissions.
188
FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
• Increased employee engagement to
414 participants in the online
medically monitored health portal.
Implemented an online monthly
educational component with a doctor
to maintain increased engagement.
This tool assists in confidentially
enabling members to conveniently
manage their individual health
portfolios and provides relevant health
information specific to their
profession; and
• Collaborated with Fraser Health, Police
and BCEHS to continue to support the
mitigation of the opioid crisis through
real-time overdose tracking and
improved resource deployment. In
2021, 392 overdose follow-up visits
(Second Responder program) were
conducted with 180 direct patient
contacts, and 78 contacts with
associates of persons who
experienced overdose, to offer the
most appropriate clinical treatment or
recovery support options based upon
each person’s needs and preferences.
HEALTH & WELLNESS
• 30 staff participated in the Diploma Program offered in partnership with the
University of the Fraser Valley. This program offers employees pathways to
complete post-secondary education as part of their personal development in
conjunction with Surrey Fire Service officer training.
EDUCATION & CULTURE
INFRASTRUCTURE
Example of Educational posters
distributed to Fire Halls to support
Staff’s management of their health
• To bolster staff experience in utilizing
the Emergency Operations Centre
(“EOC”), the Surrey Emergency
Program leveraged the activation of
the Surrey EOC for response to the
global pandemic, annual freshet, Heat
Dome and atmospheric river event,
resulting in 73 additional staff gaining
experience; and
• Successfully delivered basic EOC
training to 133 city staff, committing
2,064 hours to emergency
management skill development to
achieve the overall goal of
improving the City’s emergency
preparedness through increased
EOC training.
189
FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
• Continue to leverage the Central
Training Facility classroom and office
building to provide expanded
opportunities to clients and external
agencies for training.
• Maintain and review effectiveness of
various programs that lead to
Community Risk Reduction for fire and
life safety.
ECONOMIC PROSPERITY & LIVELIHOODS
Surrey Firefighters on scene
FUTURE INITIATIVES, GOALS & OBJECTIVES
• Work with BC Emergency Health
Services to advance projects in
relation to an alternative, efficient
approach for Fire Services and
Ambulance Services involvement in
responding to medical emergencies in
Surrey; and
• Continue to pursue internal and
external opportunities to diversify
firefighter recruitment. Enhance
leadership training on Equity, Diversity
and Inclusion.
INCLUSION
BUILT ENVIRONMENT & NEIGHBOURHOODS
PUBLIC SAFETY
• To maintain operations based on fleet
capacity, vehicles with tenure at/or
beyond useful life will be replaced with
newer vehicles providing economic,
social and environmental benefits; and
• Continue to promote the City’s
online applications processes to
increase use of the more
streamlined and cost efficient
service delivery method.
• Expand the use of available technology in upcoming apparatus purchases to
include electric small equipment to minimize fuel use in support of the City’s aim
to lower greenhouse gas emissions.
ECOSYSTEMS
190
FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
• Promote the Diploma Program offered
in partnership with University of the
Fraser Valley to maximize the number
of staff enrolled in Year 2022. Develop
internal delivery options to better
prepare firefighters to work in the City
of Surrey while removing barriers and
increasing inclusivity; and
• Develop a Leadership Education
stream as part of the Fire Officer
Program to promote increased
communications and leadership skills
in new officers and supervisors.
EDUCATION & CULTURE
HEALTH & WELLNESS
INFRASTRUCTURE
• Ongoing promotion of the Surrey Fire
Regional Dispatch services to
prospective clients. Continue to
prepare for and implement technology
changes to stay ahead of requirements
for the transition to Next Generation
9-1-1; and
• Continue to prepare for potential
changes to City fire bylaws and related
processes for alignment with
anticipated Fire Safety Act.
• Maintain and increase employee use
of the online portal for the Firefighter
Population Health Surveillance
Program. Work to make the portal
mobile device friendly. This program
will include profile development and
tracking of health markers for
firefighters; and provide oversight of
health metrics by a doctor with access
to correspond on health related issues
at any time; and
• Continue deployment and refinement
of the Take-Home Naloxone delivery
program pilot and the Second
Responder collaboration with Fraser
Health.
Surrey Fire Service continues to recruit a
high quality diverse workforce
191
FIRE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the Fire
Department in tracking its progress and monitoring its contribution to building a safe
sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Operations
Perfect Attendance rate
(Health & Wellness) 42% 60% 60% 60% 60% 60% 60%
Annualized Proficiency
Standard Training
(Education & Culture) 359 354 354 354 354 354 354
Emergency
Preparedness
# of Smoke Alarm
verifications
(Public Safety) 12,953 6,000 6,000 6,000 6,000 6,000 6,000
# of Hydrant Maintenance
visits
(Public Safety) 9,243 8,855 8,855 8,855 8,855 8,855 8,855
Increase the public contact to
Surrey Emergency Business
Preparedness Programs
(Public Safety) 7,721 7,500 7,500 7,500 7,500 7,500 7,500
# of Inspection Pamphlets
delivered
(Public Safety) 7,839 7,340 7,500 7,600 7,700 7,700 7,700
# of inspections completed
(Public Safety) 8,409 7,450 7,600 7,700 7,800 7,800 7,800
192
FIRE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Administration 3,216$ 2,686$ 3,621$ 3,670$ 3,670$ 3,670$ 3,670$ 3,670$
Emergency Planning 539 85 52 52 52 52 52 52
Fire Operations 55,601 58,575 57,226 58,299 58,374 58,449 58,524 58,599
Mechanics 630 686 428 437 447 457 467 477
Prevention 373 696 1,005 605 586 566 546 525
Radio & Communications 2,774 2,324 2,487 2,173 2,130 2,085 2,037 1,987
Training 920 792 942 942 947 952 957 962
64,053$ 65,844$ 65,761$ 66,178$ 66,206$ 66,231$ 66,253$ 66,272$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (3,281)$ (3,795)$ (2,394)$ (3,703)$ (3,810)$ (3,920)$ (4,033)$ (4,149)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (21) (18) (8) (8) (8) (8) (8) (8)
(3,302) (3,813) (2,402) (3,711) (3,818) (3,928) (4,041) (4,157)
Expenditures
Salaries and Benefits 60,526 64,281 62,196 63,724 63,724 63,724 63,724 63,724
Operating Costs 6,415 6,993 4,606 4,724 4,859 4,994 5,129 5,264
Internal Services Used 236 157 196 196 196 196 196 196
Internal Services Recovered (9) (41) (6) (6) (6) (6) (6) (6)
External Recoveries (1,659) (3,030) (126) (126) (126) (126) (126) (126)
65,509 68,360 66,866 68,512 68,647 68,782 68,917 69,052
Net Operations Total 62,207 64,547 64,464 64,801 64,829 64,854 64,876 64,895
Transfers
To (From) Capital Sources 1,317 1,297 1,297 1,377 1,377 1,377 1,377 1,377
To (From) Operating Sources 529 - - - - - - -
1,846 1,297 1,297 1,377 1,377 1,377 1,377 1,377
64,053$ 65,844$ 65,761$ 66,178$ 66,206$ 66,231$ 66,253$ 66,272$
14.71% of General Net
Taxation allocated to
Fire
193
FIRE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (34)$ (31)$ (12)$ (12)$ (12)$ (12)$ (12)$ (12)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(34) (31) (12) (12) (12) (12) (12) (12)
Expenditures
Salaries and Benefits 3,096 3,476 3,474 3,520 3,520 3,520 3,520 3,520
Operating Costs 156 133 156 159 159 159 159 159
Internal Services Used 2 1 3 3 3 3 3 3
Internal Services Recovered - - - - - - - -
External Recoveries (4) (893) - - - - - -
3,250 2,717 3,633 3,682 3,682 3,682 3,682 3,682
Net Operations Total 3,216 2,686 3,621 3,670 3,670 3,670 3,670 3,670
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
3,216$ 2,686$ 3,621$ 3,670$ 3,670$ 3,670$ 3,670$ 3,670$
2020 2021 2021 2022 2023 2024 2025 2026
EMERGENCY PLANNING ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 267 28 5 5 5 5 5 5
Operating Costs 301 177 55 55 55 55 55 55
Internal Services Used - 1 - - - - - -
Internal Services Recovered - - (6) (6) (6) (6) (6) (6)
External Recoveries (29) (121) (2) (2) (2) (2) (2) (2)
539 85 52 52 52 52 52 52
Net Operations Total 539 85 52 52 52 52 52 52
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
539$ 85$ 52$ 52$ 52$ 52$ 52$ 52$
194
FIRE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
2020 2021 2021 2022 2023 2024 2025 2026
FIRE OPERATIONS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 51,643 55,131 53,652 54,572 54,572 54,572 54,572 54,572
Operating Costs 2,522 2,755 2,176 2,249 2,324 2,399 2,474 2,549
Internal Services Used 190 143 181 181 181 181 181 181
Internal Services Recovered (9) (37) - - - - - -
External Recoveries (362) (714) (80) (80) (80) (80) (80) (80)
53,984 57,278 55,929 56,922 56,997 57,072 57,147 57,222
Net Operations Total 53,984 57,278 55,929 56,922 56,997 57,072 57,147 57,222
Transfers
To (From) Capital Sources 1,317 1,297 1,297 1,377 1,377 1,377 1,377 1,377
To (From) Operating Sources 300 - - - - - - -
1,617 1,297 1,297 1,377 1,377 1,377 1,377 1,377
55,601$ 58,575$ 57,226$ 58,299$ 58,374$ 58,449$ 58,524$ 58,599$
2020 2021 2021 2022 2023 2024 2025 2026
MECHANICS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits - 7 - - - - - -
Operating Costs 592 675 428 437 447 457 467 477
Internal Services Used 39 4 - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries (1) - - - - - - -
630 686 428 437 447 457 467 477
Net Operations Total 630 686 428 437 447 457 467 477
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
630$ 686$ 428$ 437$ 447$ 457$ 467$ 477$
195
FIRE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
2020 2021 2021 2022 2023 2024 2025 2026
PREVENTION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (1,175)$ (969)$ (418)$ (822)$ (846)$ (871)$ (896)$ (922)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (21) (18) (8) (8) (8) (8) (8) (8)
(1,196) (987) (426) (830) (854) (879) (904) (930)
Expenditures
Salaries and Benefits 1,505 1,671 1,354 1,356 1,356 1,356 1,356 1,356
Operating Costs 964 1,172 88 90 95 100 105 110
Internal Services Used 3 8 9 9 9 9 9 9
Internal Services Recovered - (4) - - - - - -
External Recoveries (1,132) (1,164) (20) (20) (20) (20) (20) (20)
1,340 1,683 1,431 1,435 1,440 1,445 1,450 1,455
Net Operations Total 144 696 1,005 605 586 566 546 525
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 229 - - - - - - -
229 - - - - - - -
373$ 696$ 1,005$ 605$ 586$ 566$ 546$ 525$
2020 2021 2021 2022 2023 2024 2025 2026
RADIO & COMMUNICATIONS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (1,841)$ (2,458)$ (1,952)$ (2,857)$ (2,940)$ (3,025)$ (3,113)$ (3,203)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(1,841) (2,458) (1,952) (2,857) (2,940) (3,025) (3,113) (3,203)
Expenditures
Salaries and Benefits 2,924 3,079 2,858 3,418 3,418 3,418 3,418 3,418
Operating Costs 1,756 1,772 1,591 1,622 1,662 1,702 1,742 1,782
Internal Services Used 1 - 2 2 2 2 2 2
Internal Services Recovered - - - - - - - -
External Recoveries (66) (69) (12) (12) (12) (12) (12) (12)
4,615 4,782 4,439 5,030 5,070 5,110 5,150 5,190
Net Operations Total 2,774 2,324 2,487 2,173 2,130 2,085 2,037 1,987
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
2,774$ 2,324$ 2,487$ 2,173$ 2,130$ 2,085$ 2,037$ 1,987$
196
FIRE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
Firefighter training drills at central training facility
2020 2021 2021 2022 2023 2024 2025 2026
TRAINING ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (231)$ (337)$ (12)$ (12)$ (12)$ (12)$ (12)$ (12)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(231) (337) (12) (12) (12) (12) (12) (12)
Expenditures
Salaries and Benefits 1,091 889 853 853 853 853 853 853
Operating Costs 124 309 112 112 117 122 127 132
Internal Services Used 1 - 1 1 1 1 1 1
Internal Services Recovered - - - - - - - -
External Recoveries (65) (69) (12) (12) (12) (12) (12) (12)
1,151 1,129 954 954 959 964 969 974
Net Operations Total 920 792 942 942 947 952 957 962
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
920$ 792$ 942$ 942$ 947$ 952$ 957$ 962$
197
FIRE—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Fire
2021 ADOPTED BUDGET 65,761$
REVENUES
Sales and Services
Fee increases and growth ………………………………………… (549)$
Increase in dispatch contracts ………………………………………… (760) (1,309)
Grants, Donations and Other - -
Total Change in Revenues (1,309)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments ………………………………………… 340
Reclassed Positions ………………………………………… -
New Positions ………………………………………… 1,188 1,528
Operating Costs
Various ………………………………………… 109
Utilities Adjustment ………………………………………… 9 118
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer To/(From) Own Sources 80 80
Total Change in Expenditures 1,726
2022 BUDGET 66,178$
2022 ADOPTED BUDGET 66,178$
REVENUES
Sales and Service
Radio & Communications ………………………………………… (346)$
Prevention ………………………………………… (100) (446)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… - -
Operating Costs
Inflationary Increases and Growth ………………………………………… 500
Prevention and Training Increases ………………………………………… 40 540
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer To/(From) Own Sources - -
Total Change in Expenditures 540
2026 BUDGET 66,272$
198
DEPARTMENTAL FUNCTIONS INVESTMENT AND INTERGOVERNMENTAL RELATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
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200
DEPARTMENTAL OVERVIEW INVESTMENT AND INTERGOVERNMENTAL RELATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
MISSION STATEMENT
The mission of the Investment & Intergovernmental Relations Department is to
position the City of Surrey as a globally competitive place to live, work and play for
current and future residents and local, national and international companies,
enhanced by positive relationships with senior levels of government to ensure policy
and priority alignment for the benefit of Surrey citizens and businesses.
KEY PROGRAMS AND SERVICES
The Investment & Intergovernmental Relations Department programs and services
include:
• Economic Policy and Strategy;
• Economic Analysis;
• Business Attraction;
• Sector Development;
• Government Relations;
• Policy Analysis; and
• Communications.
The Investment & Intergovernmental Relations Department also has responsibility for
the following operational divisions:
ECONOMIC DEVELOPMENT
The Economic Development division is
responsible for producing and
implementing the City’s Economic
Development Strategy. The division
identifies and develops relationships
with key stakeholder groups in order to
build a strong ecosystem that stimulates
investment attraction, job creation,
entrepreneurship development and
innovation. The Economic Development
team maintains current information
about businesses in Surrey, and collects
and analyzes local, regional and
provincial economic data.
INTERGOVERNMENTAL RELATIONS
The Intergovernmental Relations
division is responsible for producing and
implementing the City’s Government
Engagement Plan. The division advances
the City’s interests with all levels of
government and identifies and helps to
pursue provincial and federal funding
opportunities, priority alignments and
joint program opportunities.
Surrey City Centre
201
INVESTMENT AND INTERGOVERNMENTAL RELATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
2021 ACCOMPLISHMENTS
PUBLIC SAFETY
• Assisted City Departments to secure funding from senior levels of government
including $13.8 million in new Rapid Housing Initiative funding to support the
development of a 30-unit modular supportive housing project for youth aged 17-
24 years experiencing or at-risk of homelessness.
ECONOMIC PROSPERITY & LIVELIHOODS
• Worked directly with the Provincial
Minister of Public Safety and Solicitor
General’s office and the Federal
Minister of Public Safety and
Emergency Services’ office to help
advance Surrey’s transition to the
Surrey Police Service; and
• Organized a visit to Surrey’s Safe
Centre and roundtable session with
the Federal Minister of Public Safety
and Emergency Services – participants
included local MPs and some
members of Council.
INFRASTRUCTURE
• In partnership with the Township of
Langley, City of Richmond, and BC
Tech Association, the City was
awarded with $400,000 from the
Province of BC to establish a Supply
Chain Resiliency Program to support
local manufacturing businesses in
locking emerging market
opportunities;
• Working with 136 companies
considering locating to Surrey in 2022.
This represents a 100% increase in
leads compared to 2019 and four times
as many leads compared to 2020. This
accounts for over three million sq. ft.
of commercial and industrial space
interest in Surrey;
• Conducted a survey to assess
consumer spending habits in Surrey
that will be used as a baseline for
future surveying being deployed in
2022. The insights will inform our
efforts to attract more businesses
desired by residents in each town
centre;
• Launched a data framework pilot with
over 100 unique datasets that have
been used to create data-driven
insights for investment opportunities
in Surrey, community vibrancy, and
manufacturing supply chain analysis;
• Identified profiles of businesses and
office workers, migration patterns,
demographics, and sentiments
towards establishing satellite offices in
Surrey through a City-commissioned
regional “Future of Work” survey.
Results are informing the direction of
potential strategies for Surrey City
Centre development, and investment
attraction programming and projects.
202
INVESTMENT AND INTERGOVERNMENTAL RELATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
• Admitted into the Consider Canada
City Alliance, Canada’s leading
network of cross-Canada
investment agencies attracting
foreign direct investment, and
became a partner of Invest in
Canada;
• Launched a three-week Surrey Store
to Door campaign encouraging
Surrey residents to visit their local
restaurants for patio dining or
takeout as Provincial Health Orders
shut down indoor dining. Surrey
Store to Door has been used by over
11,600 people, attracted over 16,700
directory visits, and resulted in 8,250
instances of engagement through
clicks to Surrey business websites,
social media channels, or physical
map locations from January to June
2021;
• Partnered with BC Infrastructure
Benefits to provide employment
opportunities to Surrey residents
through a Build Pattullo campaign.
The campaign resulted in 667 job
applications submitted for the
Pattullo Bridge Infrastructure
Project, with 55% of Surrey
applicants self-identifying as part of
equity groups such as indigenous,
women, people with disabilities,
visible minorities, or LGBTQS2+;
• Engaged with over 165
businesses as part of our
outreach program to
understand the impact of
COVID-19 on our local business
community and prepare them
for recovery;
• Partnered with Simon Fraser University
(“SFU”) in establishing Surrey as a
leader in Canadian agri-innovation. This
includes supporting the development of
a new agricultural technology program
at SFU and initiating an Innovation
Committee to discuss new collaboration
opportunities. Additionally, the City is
currently working with over 31 local
food processors, particularly in the
plant-based protein and snacks
manufacturing space, to grow and
expand within the City; and
• Build Surrey’s international
presence as an investment
attraction destination by ranking
among the top 10 Mid-Sized
Americas Cities of the Future
2020/21 by the Financial Times’ fDi
Intelligence Division, winning
regional, national and international
awards for our Surrey Makes PPE
Program, and speaking at the 2021
United Nations Climate Change
Conference (COP26).
Afghan Kitchen, South Surrey Restaurant
203
INVESTMENT AND INTERGOVERNMENTAL RELATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
ECONOMIC PROSPERITY & LIVELIHOODS
FUTURE INITIATIVES, GOALS & OBJECTIVES
PUBLIC SAFETY
• Continue to work directly with the
office of the Provincial Minister of
Public Safety and Solicitor General
and the Federal office of the Minister
of Public Safety to advance Surrey’s
transition to the Surrey Police Service.
INFRASTRUCTURE
• Prepare for 2023 Economic Plan
update through a comprehensive
review of progress made on the
goals and outcomes put forward in
the 2017-2027 City of Surrey
Economic Plan, along with an
overview of core City issues and
the macroeconomic situation
surrounding Surrey’s
transformation into the region’s
next metropolitan centre;
• Evaluate and prioritize investment
opportunities that promote
industrial densification;
• Actively participate in the Consider
Canada City Alliance and Invest in
Canada to attract foreign direct
investment to Surrey;
• Partner with the Province of BC,
City of Richmond, Township of
Langley, and BC Tech Association
to deliver an industrial capabilities
inventory and toolkit for de-risking
emerging market opportunities;
• Amplify uptake of the Urban Tech
Testing Pilot Program; and
• Monitor and understand the talent
and labour market situation in
Surrey through research to help
inform opportunities to support
post-secondary institutions in
prioritizing program development
in the City.
• Continue to support City departments in securing funding under the Investing
in Canada Infrastructure Program and other Federal and Provincial funding
programs to support projects including the Newton Community Centre, the
City Centre Sports Complex – Chuck Bailey Recreation Centre expansion, and
various green infrastructure projects.
Damon Motors
204
INVESTMENT AND INTERGOVERNMENTAL RELATIONS
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the
Investment & Intergovernmental Relations Department in tracking its progress and
monitoring its contribution to building a sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Investment &
Intergovernmental
Relations
Number of new
businesses that the
Economic Development
Division has helped
attract to Surrey
(Economic Prosperity
and Livelihood)
10 5 5 5 5 5 5
Number of businesses
engaged as a part of the
business visitation
(SparkBIZ) Program
(Economic Prosperity
and Livelihood)
169 165 165 165 165 165 165
Number of investments &
Innovation Impact
Committee meetings held
(Economic Prosperity
and Livelihood)
7 4 4 4 4 4 4
External
Intergovernmental
Meetings
(Infrastructure)
43 41 44 47 50 50 50
205
INVESTMENT AND INTERGOVERNMENTAL RELATIONS DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Administration 351$ 354$ 507$ 521$ 521$ 521$ 521$ 521$
Economic Development 1,018 912 1,144 1,137 1,139 1,141 1,143 1,145
1,369$ 1,266$ 1,651$ 1,658$ 1,660$ 1,662$ 1,664$ 1,666$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 1,027 1,010 1,223 1,230 1,230 1,230 1,230 1,230
Operating Costs 243 320 428 428 430 432 434 436
Internal Services Used 31 36 - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries (32) - - - - - - -
1,269 1,366 1,651 1,658 1,660 1,662 1,664 1,666
Net Operations Total 1,269 1,366 1,651 1,658 1,660 1,662 1,664 1,666
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 100 (100) - - - - - -
100 (100) - - - - - -
1,369$ 1,266$ 1,651$ 1,658$ 1,660$ 1,662$ 1,664$ 1,666$
0.37% of General Net
Taxation allocated to
Investment &
Intergovernmental
Relations
206
INVESTMENT AND INTERGOVERNMENTAL RELATIONS DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 335 337 409 423 423 423 423 423
Operating Costs 16 17 98 98 98 98 98 98
Internal Services Used - - - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries - - - - - - - -
351 354 507 521 521 521 521 521
Net Operations Total 351 354 507 521 521 521 521 521
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
351$ 354$ 507$ 521$ 521$ 521$ 521$ 521$
2020 2021 2021 2022 2023 2024 2025 2026
ECONOMIC DEVELOPMENT ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits 692 673 814 807 807 807 807 807
Operating Costs 227 303 330 330 332 334 336 338
Internal Services Used 31 36 - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries (32) - - - - - - -
918 1,012 1,144 1,137 1,139 1,141 1,143 1,145
Net Operations Total 918 1,012 1,144 1,137 1,139 1,141 1,143 1,145
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 100 (100) - - - - - -
100 (100) - - - - - -
1,018$ 912$ 1,144$ 1,137$ 1,139$ 1,141$ 1,143$ 1,145$
207
INVESTMENT & INTERGOVERNMENTAL RELATIONS SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Investment & Intergovernmental Relations
2021 ADOPTED BUDGET 1,651$
REVENUES
Sales and Services
………………………………………… -$ -
Grants, Donations and Other
………………………………………… - -
Total Change in Revenues -
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments ………………………………………… -
Reclassed Positions ………………………………………… 7
………………………………………… - 7
Operating Costs
………………………………………… - -
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer From/(To) Own Sources - -
Total Change in Expenditures 7
2022 BUDGET 1,658$
2022 ADOPTED BUDGET 1,658$
REVENUES -$ -
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… - -
Operating Costs
Inflationary Increases and Growth ………………………………………… 8 8
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer From/(To) Own Sources - -
Total Change in Expenditures 8
2026 BUDGET 1,666$
208
DEPARTMENTAL FUNCTIONS PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
Ge
ne
ral
Ma
na
ge
r
La
uri
e C
av
an
Pa
rks
Ne
al
Av
en
Co
mm
un
ity
&
Re
cre
ati
on
Se
rvic
es
Lis
a W
hit
e
Cu
ltu
re
Va
can
t
Co
rpo
rate
Ma
rke
tin
g &
Co
mm
un
ica
tio
ns
Darr
yl
McC
arr
on
Ad
min
istr
ati
ve
Co
ord
ina
tor
Ra
ch
el
Se
ars
- S
urr
ey
Civ
ic T
hea
tres
- S
urr
ey
Art
Ga
llery
- M
useu
m o
f S
urr
ey
- S
urr
ey
Arc
hiv
es
- H
isto
ric S
tew
art
Farm
- H
eri
tag
e A
dm
inis
tra
tio
n
an
d F
acil
itie
s
- P
ub
lic A
rt P
rog
ram
- C
ult
ura
l G
ran
ts
- C
ult
ure
Pla
nn
ing
- C
om
mu
nit
y A
rt P
rog
ram
s
- S
pe
cia
l E
ven
ts
- F
ilm
ing
- R
ecre
ati
on
Facil
itie
s O
pe
rati
on
s
- C
om
mu
nit
y &
Recre
ati
on
Cen
tre
s
- P
oo
ls (
Ind
oo
r &
Ou
tdo
or)
- A
ren
as
- C
om
mu
nit
y H
all
s
- R
ecre
ati
on
Pro
gra
m D
ev
elo
pm
en
t
& D
eli
ve
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- C
usto
me
r C
all
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ntr
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- P
RC
Recre
ati
on
- M
an
ag
em
en
t S
yste
m
- A
dm
inis
tra
tio
n
- T
ech
no
log
y S
up
po
rt
- H
ea
lth
y C
om
mu
nit
ies
- C
om
mu
nit
y S
afe
ty
- P
ark
Dev
elo
pm
en
t
- L
an
dsca
pe
Ma
inte
nan
ce
- U
rba
n F
ore
str
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- P
ark
Facil
ity
Op
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tio
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- A
thle
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ield
Op
era
tio
ns
- P
ark
Bu
sin
ess O
pera
tio
ns
- P
ark
lan
d A
cq
uis
itio
n
- P
ark
Pla
nn
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, R
ese
arc
h &
Desig
n
- P
ark
Pro
gra
m D
ev
elo
pm
en
t &
Deli
very
- F
esti
va
l an
d E
ve
nt
Su
pp
ort
Te
am
- C
om
mu
nit
y E
nh
an
ce
me
nt
&
Civ
ic B
eau
tifi
ca
tio
n
- S
pe
cia
l P
roje
cts
- C
em
ete
rie
s
- M
ari
na
- E
merg
en
cy
So
cia
l S
erv
ices
Su
pp
ort
- S
urr
ey
To
uri
sm
Su
pp
ort
- A
ccessib
ilit
y
- M
ark
eti
ng
Str
ate
gy
- C
om
mu
nic
ati
on
s p
lan
s
- D
igit
al
co
mm
un
ica
tio
ns
- W
eb
& s
ocia
l
- P
ho
tog
rap
hy/v
ide
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rap
hy
- G
rap
hic
Desig
n
- A
dv
ert
isin
g
- O
ffic
ial C
ere
mo
nie
s
- M
ed
ia r
ela
tio
ns s
up
po
rt
- P
rin
t S
ho
p S
erv
ices
- R
esea
rch
& C
ity
Sp
ea
ks
- E
ng
ag
em
en
t p
lan
s
- C
usto
me
r fe
ed
back
Su
pp
ort
Se
rvic
es &
Accessib
ilit
y
Ta
ra R
ob
ert
s
210
DEPARTMENTAL OVERVIEW PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
MISSION STATEMENT
We serve our community to improve the quality of life for everyone through
exceptional delivery of parks, recreation and culture amenities, programs and
services. Our mission is achieved by the provision of:
• High quality parks and facilities for all;
• Engaged and healthy community;
• Vibrant and creative city;
• Leader in environmental stewardship; and
• Effective management of resources.
KEY PROGRAMS AND SERVICES
The programs, facilities and services of the Parks, Recreation & Culture (“PRC”)
Department are key components to providing access to safe and engaging recreation
and cultural opportunities, protecting the natural environment and enhancing the
quality of life for all.
The department is organized into core service divisions, each responsible for a variety
of services and facilities:
ADMINISTRATION AND SUPPORT SERVICES
Administration and Support Services’ key role is to provide ongoing support to the
General Manager and Division Managers as well as to serve in an administrative
department-wide capacity. Parks, Recreation & Culture is committed to ensuring that our
facilities and activities are accessible for all. This division is responsible for the City’s
promotion of increased access and the adoption of Universal Design principles through
the Rick Hansen Foundation’s Certification. This division also oversees implementation
of Surrey’s Sport Tourism Strategy, including submitting bid applications to bring major
sporting events to Surrey and supporting other major sporting events and opportunities
happening in the city each year.
COMMUNITY RECREATION
“Building healthy communities where all people can be active and engaged.” The
Community and Recreation Services (“CRS”) division, operates diverse, state-of-the-art
recreation facilities across Surrey where individuals and families engage in a variety of
active activities and programs. The division provides quality, accessible social and
well-being programs from preschool to before and after school care for children and
families. The Community Safety and CRS Youth Services sections collaborate with
Surrey’s stakeholders and partners to engage children and youth in reaching their full
potential in an inclusive and safe environment. The division continues to increase core
services and active programs which include swimming and skating lessons and
learn-to-play sports. The division promotes connecting seniors to their community
through active living programs, social and support services and, meaningful volunteer
experiences.
211
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
CULTURE
The Culture Division leads the planning,
development and implementation of
Cultural Policies, Cultural Facilities, and
contribution of knowledge and leadership
to local, regional and national arts,
culture and heritage issues and
initiatives. The division provides
City-wide arts, heritage, and cultural
services including managing civic cultural
institutions, providing cultural grants and
other support for the development of
community arts and heritage
organizations. The City’s Public Art
Program, Arts Services, Performing Arts,
Special Events, and Filming portfolios are
also part of the Culture Division.
MARKETING, COMMUNICATION, WEB
AND NEW MEDIA
The Corporate Marketing and
Communications division supports the
department and City by providing
expertise, strategic guidance and services
related to marketing and communications
and community engagement on
campaigns and key initiatives. The
division is responsible for establishing
and maintaining City-wide operations
related communications standards and
media guidelines. This includes
overseeing City branding,
communications planning, marketing,
newsletter programs, graphic design,
videography, surveys/research projects,
the print shop, ceremony coordination
and related deliverables both for
operational business units and Mayor &
Council. The Web and New Media section
oversees the City’s social media channels
and websites by providing expertise,
guidance and services related to
enhancing and unifying digital
communication channels and ensuring
audiences receive timely information
through these various digital channels.
PARKS
The Parks division plans, develops, and
maintains the City’s extensive park
system (over 2,770 hectares), a civic
marina, three cemeteries and all public
property trees.
The division plays a key role in the
stewardship of the natural environment
and the engagement of our residents
through the delivery of a variety of
outdoor programs, services and events
including: nature-based education and
stewardship programs; community
gardens; volunteer opportunities; active
recreation, outdoor sport and play
amenities; and community engagement
and civic beautification and enhancement
initiatives.
The division also provides advice and
permits to community event organizers
and facilitates the review of permit
requests through the Festivals & Event
Support Team Committee.
Jumpstart Playground at Unwin Park
212
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
2021 ACCOMPLISHMENTS
INCLUSION
• Surrey is the first city in
Canada to commit to
building to a Gold level
using Rick Hansen
Foundation Accessibility
CertificationTM (“RHFAC”) for
all future civic facilities. The
City has received an RHFAC
Gold rating and now has 43
rated civic facilities,
including 29 that have been
certified, and five that have
achieved Gold. The focus is
to celebrate the valuable contributions of Canadians living with disabilities, and
recognize the efforts of individuals, communities and workplaces that are working
to remove barriers to accessibility and inclusion;
• Strengthened indigenous community engagement via ongoing dialogue to inform
the design and programming of the Indigenous Carving Centre at Elgin Heritage
Park/Stewart Farm. This culminated in an Indigenous Blessing Ceremony for the
future venue, and provided ongoing consultation to inform the programming of
the Indigenous Hall; and
• The Rivers That Connect Us public artwork by k’wy’I’y’e Spring Salmon Studio
(Phyllis Atkins, Drew Atkins, Aaron Jordan): Installed in March 2021, this
monumental sculpture makes a significant contribution to the Cloverdale historic
district, reflecting the deep Indigenous history of the land. In June 2021, at the
request of the artists, the lighting
colour of their artwork was
changed to orange to recognize
and raise awareness of the
significant impacts of residential
schools in Canada. The artists
want to also acknowledge and
show respect to all survivors,
families and Indigenous children
who did not make it home.
Award of RHFAC gold rating from the Rick Hansen Foundation
Monumental sculpture artwork
213
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
ECONOMIC PROSPERITY & LIVELIHOODS
• Coordinated the Online Youth Nights to provide young people in Surrey the
opportunity to recreate, volunteer, and connect with peers and positive adult
allies. This program cultivates peer connections, creates opportunities for young
people to build capacity and it increases access for under-served groups by
removing barriers to participation. During May 2020 - Dec 2021, 65 Online Youth
Nights have been held and have engaged 1,993 youth attendees and 115 youth
volunteers between the ages of 10-21 years.
Online Youth Nights Website
PUBLIC SAFETY
• Established the Outdoor Connection Program which was developed to bring youth
outdoors to re-establish connections, build relationships and start to bridge the
youth back to in-person recreation opportunities. This pilot program was funded
through a Civil Forfeitures Grant. Over 11 weeks, staff engaged with a total
of 1,444 preteens and youth. Staff
went to outdoor courts and fields,
skateparks and recreation facilities to
educate youth on current recreation
opportunities, to bridge youth to
community supports and services,
and to consult and involve youth in
the decision-making process for
future engagement and recreation
opportunities.
Recreational Engagement with Youths
214
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
EDUCATION & CULTURE
• Received UBCM Award of Excellence
in Service Delivery for the “Urban Forest Resources for Outdoor Learning” project. These resources
support Surrey teachers to use our
parks as rich learning environments
while fostering a greater awareness of
the importance of stewardship among
their students;
• Introduction of the Surrey Art Gallery
Cindy Mochizuki: Autumn Strawberry
Summer Exhibition: This multimedia
installation takes visitors back in time
to Japanese Canadian farms in the
twentieth century prior to WWII. These
farms would later lie abandoned and
were then sold to support the
construction of internment camps
during WWII when the government
forcibly removed Japanese Canadians
from the west coast of British
Columbia. Combining archival
research with these collected stories of
farm life, Autumn Strawberry weaves
together a series of short vignettes
imagined through a 60-minute
hand-painted and digital
animation projected onto the
Gallery’s walls and screens;
• Virtual Party for the Planet: The
livestream was successful in
spreading environmental education
and awareness of City initiatives and
generated positive interactions
between viewers with over 3,400
social media engagements. Virtual
Party for the Planet was the winner of
the City of Surrey’s Employee
Excellence Award for Collaboration
between Departments;
• Surrey Civic Theatres Summer POP!
Performances Outdoors in Parks: To
bring arts experiences to residences
while public health orders required
theatres to be closed, Surrey Civic
Theatres created an outdoor
performance series working in
partnership with Surrey Parks.
Performances were presented by 24
professional organizations presenting
work created by 115 artists. Tickets
sold: 1,800 with 17 of 31 performances
sold out;
Summer POP! Performances Outdoors in Parks Event
215
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
• 2021 Surrey Fusion Festival was
successful in engaging both past
attendees, performers and local
pavilion organizers to produce a one-of
-a-kind digital event experience that
authentically shared cultural education,
heritage and traditions with viewers.
Campaign elements included a Digital
Concert Series, Cultural Pavilion
Stories, Cultural Cooking Challenges
and a Collaborative Billboard painted
by pavilion organizers and erected in
Holland Park. Virtual Surrey Fusion
Festival garnered more than 20,418
engagements throughout the social
media campaign; and
• Museum of Surrey exhibition: BEES! A
strong partnership with Honeybee
Centre and other bee farmers in Surrey
and a travelling exhibit grant ($49,000)
meant we were able to build the first
large scale travelling exhibit for
Museum of Surrey. The theme is
sustainability and our relationship with
and impacts on our environment. It is
bilingual, has accessibility features, is
made with sustainable products, and
promotes Surrey and sustainability
initiatives. The exhibit will travel across
Canada beginning in 2022 and be on
display at the museum until the end of
2021.
ECOSYSTEMS
• Completion of the Biodiversity Design
Guidelines which are organized into
eight modules in order to address
current management needs and are
adaptable to future conditions;
• Hosted four trees sale events for the
public, with over 4,000 trees
purchased by residents to plant on
private property; and
• Planted more than 17,500 trees in
parks and along streets.
Biodiversity Design Guidelines
216
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
• Awarded the BC Recreation and Parks
Association (“BCRPA”) 2021 parks
excellence award for Unwin Park and
Jumpstart Playground. The award
recognizes a unique example of
excellence in the concept, design, and
development of parks and open
spaces;
• Awarded the BCRPA Facility
Excellence award for projects over $1
million to the North Surrey Sport and
Ice Complex. The award recognizes
outstanding innovation in facility
concept, design development,
maintenance, or operation in a facility.
This project demonstrates clear
innovation by creating accessible and
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Replacement of synthetic turf fields at
Hjorth Road Park and Cloverdale
Athletic Park; and
• Development of 12 new courts,
dedicated to the pickleball facility on
the retrofitted Metro Vancouver
reservoir lid in South Surrey Athletic
Park.
Artificial Turf field at Hjorth Road Park
HEALTH & WELLNESS
• The City of Surrey was announced as
one of the Hosts of the 2022-2024
Toyota National Championships: The
Championships will take place in
Newton Athletic Park and will host
more than 3,000 young athletes over
two events, making it one of the
biggest soccer championships in the
city.
INFRASTRUCTURE
Youth playing soccer at South Surrey Athletic Park
217
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
inclusive opportunities that are
welcoming to all Surrey residents,
while contributing to sustainability,
social resiliency and community
interconnectedness; and
• Completed the build of the Don
Christian Child Care Modular Facility
and selected Alexandra
Neighbourhood House as operator.
This project resulted in the
introduction of 16 new licensed spaces
for child care for children under the
age of five.
Ribbon cutting Ceremony to celebrate the open-
ing of the Don Christian Child Care facility
218
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
INCLUSION
FUTURE INITIATIVES, GOALS & OBJECTIVES
• Implement Indigenous Carving Centre
located in Elgin Park/Historic Stewart
Farm in consultation with stakeholders
and develop a second venue concept
for Royal Kwantlen Park;
• Expand after-school opportunities into
every neighborhood in Surrey, with a
priority in neighborhoods that are
most vulnerable;
• Support inclusion, diversity and
anti-racism initiatives in collaboration
with social planning and consultant
team and pilot anti-racism education
and unconscious bias training for
Parks, Recreation & Culture
Department staff; and
• Continue to implement the Rick
Hansen Accessibility Certification
Program as a benchmark for
improving accessibility on renovations
and new building projects, with the
goal of new buildings receiving
accessibility certified gold.
• Continue to support implementation of
the Public Engagement Strategy;
• After a successful pilot in November
2021, activate the Empower Surrey Parent Workshop series in Spring
2022;
• Advance to permanent status the
Blueprint Pathways youth gang
prevention pilot that currently
operates in partnership with Surrey
School District 36 (“SD36”) and Surrey
RCMP as an extension of the Surrey
Wraparound program;
• In partnership with SD36 and Surrey
Police Service, implement the
Emboldened Spirits project to target
supports for BIPOC youth at-risk of
gang recruitment as well as their
families/communities (dependent on
securing federal grant funding); and
• In partnership with SD36 and
Kwantlen Polytechnic University
(“KPU”), implement Project Connect, a
youth gang prevention peer
mentorship program that targets
residents from high-risk Surrey
neighborhoods.
PUBLIC SAFETY
Award of RHF Accessibility Certified Gold
219
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
ECONOMIC PROSPERITY & LIVELIHOODS
• Hosting the 2022 Canada Soccer -
Toyota National Championships from
Oct. 5-10, 2022;
• Bidding on the 2026 55+ BC Games;
and
• Hosting the Indigenous Super Cup in
Q3 2022 and the Aboriginal Football
Cup in Q3 2023.
ECOSYSTEMS
• Establish a master plan for Crescent Beach including parking; and
• Enhance tree canopy through community initiatives such as tree sale events &
community planting events.
INFRASTRUCTURE
• Long-range planning to identify a location for a Sport and Entertainment
Event Centre in Surrey;
• Perform a feasibility study (including concept drawings, mitigation, and cost
analysis) to turn the 1912 Municipal Hall into The Surrey Textile Centre, part
of Museum of Surrey; and
• Complete the Newton Community Centre, Chuck Bailey Recreation Centre
Expansion, Bear Creek Athletics Centre and Cloverdale Sport & Ice Complex.
Aerial View of Wickson Pier and Blackie Spit
220
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Integrate and operate the Cloverdale Fairgrounds as a Parks, Recreation & Culture
Facility in 2022.
Chuck Bailey Recreation Centre
EDUCATION & CULTURE
• Complete a Music City Strategy for
Surrey;
• Develop the concept of a Storytelling
Centre for Nicomekl Park, repurposing
the Hadden Heritage House as a
community facility;
• Complete Strawberry Hill Hall as a
heritage asset and community facility;
• Advance a virtual Sports Hall of Fame
in Surrey; and
• Create public art plans for major civic
infrastructure including new PRC
facilities and bridges.
221
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
HEALTH & WELLNESS
CORPORATE SUSTAINABILITY
• Continue to implement electric powered hand tools in park operations.
• Complete a new rubberized walking
track and outdoor volleyball courts at
Kabaddi Park; and
• Construct new pickleball courts at
Crescent Park.
222
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the Parks,
Recreation & Culture Department in tracking its progress and monitoring its
contribution to building a sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Parks
Services
Increase street tree inventory
(Ecosystems) 3% 3% 3% 3% 3% 3% 3%
Increase the length of trail
system
(Ecosystems)
1% 1% 1% 1% 1% 1% 1%
Increase capacity for drop-in
use of outdoor facilities
(Inclusion) 4% 2% 2% 2% 2% 1% 1%
Community
& Recreation
Services
Increase the attendance at
community centres
(Inclusion/Health &
Wellness) -4%* 1% 1% 1% 1% 2% 3%
Increase Leisure Access
participation
(Inclusion/Health &
Wellness)
0%* 1% 1% 1% 1% 1% 1%
Increase number of citizens
volunteering
(Inclusion)
-54%* 1% 1% 1% 1% 1% 1%
Increase cases identified at
CHART using baseline set in
2019 launch year
(Public Safety)
-19%* 5% 1% 1% 1% 1% 1%
*Fell short of target due to impact of COVID-19 pandemic
223
PARKS, RECREATION & CULTURE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Culture
Increase the # of online tickets
sold through Surrey Civic
Theatres Box Office
(Infrastructure)
33%* 1% 1% 1% 1% 1% 1%
Increase school program
attendance at the Surrey Art
Gallery
(Education & Culture)
9%** 2% 17% 20% 2% 1% 1%
Increase overall attendance of
the Surrey Children’s Festival
(Education & Culture)
0%***
1% 1% 1% 1% 1% 1%
Catalogue and expand web
searchable heritage collections
(Education & Culture)
33%
5%
5%
5%
5%
5%
5%
Increase participation in
heritage/ museum school
programs
(Education & Culture)
81% 2% 10% 2% 2% 2% 2%
*Increase in online tickets sold in 2021 relative to prior year due to theatre closure in 2020
** Increased digital and livestream offerings due to COVID outbreak
***Event did not take place due to COVID
Natural Area Planting at Katzie Park
224
PARKS, RECREATION & CULTURE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
225
PARKS, RECREATION & CULTURE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sales and Services (12)$ (15)$ (8)$ (8)$ (8)$ (8)$ (8)$ (8)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (11) (77) - - - - - -
(23) (92) (8) (8) (8) (8) (8) (8)
Expenditures
Salaries and Benefits 1,306 1,149 924 929 929 929 929 929
Operating Costs 1,075 613 295 295 335 375 415 455
Internal Services Used 401 150 36 36 36 36 36 36
Internal Services Recovered (1) (34) - - - - - -
External Recoveries (44) (86) - - - - - -
2,737 1,792 1,255 1,260 1,300 1,340 1,380 1,420
Net Operations Total 2,714 1,700 1,247 1,252 1,292 1,332 1,372 1,412
Transfers
To (From) Capital Sources 50 52 50 50 50 50 50 50
To (From) Operating Sources - - - - - - - -
50 52 50 50 50 50 50 50
2,764$ 1,752$ 1,297$ 1,302$ 1,342$ 1,382$ 1,422$ 1,462$
2020 2021 2021 2022 2023 2024 2025 2026
COMMUNITY & RECREATION SERVICES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sales and Services (6,868)$ (8,635)$ (27,783)$ (27,783)$ (28,589)$ (29,418)$ (30,271)$ (31,149)$
Transfers from Other Governments (941) (1,367) (107) (107) (107) (107) (107) (107)
Grants, Donations and Other (106) (276) (161) (161) (161) (161) (161) (161)
(7,915) (10,278) (28,051) (28,051) (28,857) (29,686) (30,539) (31,417)
Expenditures
Salaries and Benefits 23,079 25,193 43,439 43,633 43,633 43,633 43,633 43,633
Operating Costs 6,895 8,399 12,492 13,453 13,603 14,828 19,403 20,553
Internal Services Used 786 1,022 1,101 1,101 1,101 1,101 1,101 1,101
Internal Services Recovered (250) (396) (19) (19) (19) (19) (19) (19)
External Recoveries (405) (539) (59) (59) (59) (59) (59) (59)
30,105 33,679 56,954 58,109 58,259 59,484 64,059 65,209
Net Operations Total 22,190 23,401 28,903 30,058 29,402 29,798 33,520 33,792
Transfers
To (From) Capital Sources 290 1,492 359 359 359 359 359 359
To (From) Operating Sources 468 (18) - - - - - -
758 1,474 359 359 359 359 359 359
22,948$ 24,875$ 29,262$ 30,417$ 29,761$ 30,157$ 33,879$ 34,151$
226
PARKS, RECREATION & CULTURE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
2020 2021 2021 2022 2023 2024 2025 2026
CULTURE ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sales and Services (912)$ (1,341)$ (1,717)$ (1,721)$ (1,721)$ (1,721)$ (1,721)$ (1,721)$
Transfers from Other Governments (107) (260) (103) (103) (103) (103) (103) (103)
Grants, Donations and Other (1,466) (876) (696) (696) (696) (696) (696) (696)
(2,485) (2,477) (2,516) (2,520) (2,520) (2,520) (2,520) (2,520)
Expenditures
Salaries and Benefits 4,588 5,459 6,876 7,152 7,152 7,152 7,152 7,152
Operating Costs 3,028 3,457 4,973 4,993 5,063 5,108 5,278 5,448
Internal Services Used 180 246 131 136 136 136 136 136
Internal Services Recovered (28) (35) (96) (96) (96) (96) (96) (96)
External Recoveries (29) (51) (3) (3) (3) (3) (3) (3)
7,739 9,076 11,881 12,182 12,252 12,297 12,467 12,637
Net Operations Total 5,254 6,599 9,365 9,662 9,732 9,777 9,947 10,117
Transfers
To (From) Capital Sources (76) 57 - - - - - -
To (From) Operating Sources 811 182 (413) (413) (413) (413) (413) (413)
735 239 (413) (413) (413) (413) (413) (413)
5,989$ 6,838$ 8,952$ 9,249$ 9,319$ 9,364$ 9,534$ 9,704$
2020 2021 2021 2022 2023 2024 2025 2026
MARKETING & COMMUNICATIONS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sales and Services (10)$ -$ (60)$ (60)$ (62)$ (64)$ (66)$ (68)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(10) - (60) (60) (62) (64) (66) (68)
Expenditures
Salaries and Benefits 2,447 2,562 2,277 2,317 2,317 2,317 2,317 2,317
Operating Costs 852 940 1,166 1,166 1,176 1,186 1,196 1,206
Internal Services Used 40 44 1 1 1 1 1 1
Internal Services Recovered (411) (773) (215) (215) (215) (215) (215) (215)
External Recoveries (19) (16) (11) (11) (11) (11) (11) (11)
2,909 2,757 3,218 3,258 3,268 3,278 3,288 3,298
Net Operations Total 2,899 2,757 3,158 3,198 3,206 3,214 3,222 3,230
Transfers
To (From) Capital Sources - 104 25 25 25 25 25 25
To (From) Operating Sources - - - - - - - -
- 104 25 25 25 25 25 25
2,899$ 2,861$ 3,183$ 3,223$ 3,231$ 3,239$ 3,247$ 3,255$
227
PARKS, RECREATION & CULTURE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
2020 2021 2021 2022 2023 2024 2025 2026
PARKS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sales and Services (2,587)$ (3,466)$ (2,455)$ (2,455)$ (2,526)$ (2,599)$ (2,674)$ (2,752)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (1,034) (1,409) (1,175) (1,175) (1,182) (1,186) (1,190) (1,194)
(3,621) (4,875) (3,630) (3,630) (3,708) (3,785) (3,864) (3,946)
Expenditures
Salaries and Benefits 15,058 15,225 16,054 16,101 16,101 16,101 16,101 16,101
Operating Costs 16,383 17,727 18,615 18,490 19,003 19,729 20,488 21,231
Internal Services Used 16,336 17,045 15,216 15,216 15,216 15,216 15,216 15,216
Internal Services Recovered (15,635) (15,921) (14,269) (14,269) (14,269) (14,269) (14,269) (14,269)
External Recoveries (557) (620) (386) (386) (386) (386) (386) (386)
31,585 33,456 35,230 35,152 35,665 36,391 37,150 37,893
Net Operations Total 27,964 28,581 31,600 31,522 31,957 32,606 33,286 33,947
Transfers
To (From) Capital Sources (2,723) (2,252) (3,211) (3,211) (3,211) (3,211) (3,211) (3,211)
To (From) Operating Sources 28 48 58 58 58 58 58 58
(2,695) (2,204) (3,153) (3,153) (3,153) (3,153) (3,153) (3,153)
25,269$ 26,377$ 28,447$ 28,369$ 28,804$ 29,453$ 30,133$ 30,794$
228
PARKS, RECREATION & CULTURE—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Parks, Recreation, & Culture
2021 ADOPTED BUDGET 71,141$
REVENUES
Sales and Services
Revenue Increase ………………………………………… (4)$
New Facilities/Programs ………………………………………… - (4)
Total Change in Revenues (4)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments ………………………………………… 292
Reclassed Positions ………………………………………… 125
New Facilities/Programs ………………………………………… 145 562
Operating Costs
Reallocation ………………………………………… 273
Hydro/Gas ………………………………………… 78
Contract Increases - Parks Division ………………………………………… 193
New Inventory - Parks Division ………………………………………… 237
New Facilities/Programs ………………………………………… 75 856
Internal Services Used 5 5
Internal Services Recovered - -
External Recoveries - -
Transfer To (From) Own Sources - -
Total Change in Expenditures 1,423
2022 BUDGET 72,560$
2022 ADOPTED BUDGET 72,560$
REVENUES
New/Additional Facilities ………………………………………… -$
Increase Revenue Growth ………………………………………… (3,690) (3,690)
Total Change in Revenues (3,690)
EXPENDITURES
Salaries/Wages & Benefits
New/Additional Facilities ………………………………………… -
Salary Adjustments and Growth ………………………………………… - -
Operating Costs
Inflationary Increases and Growth ………………………………………… 10,496
New/Additional Facilities ………………………………………… - 10,496
Internal Services Used/(Recovered) - -
External Services Recovered - -
Transfer To/(From) Own Sources - -
Total Change in Expenditures 10,496
2026 BUDGET 79,366$
229
DEPARTMENTAL FUNCTIONS PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
- A
dvis
e C
ou
ncil &
Oth
er
Dep
art
me
nts
on
Bu
ild
ing
Matt
ers
& P
erm
itti
ng
Pro
cess
- R
evie
w P
lan
s &
Issu
e B
uild
ing
Perm
its
- A
dm
inis
ter
Tre
e P
rote
cti
on
By
law
- In
sp
ecti
on
s o
f N
ew
,
Hazard
ou
s &
FIr
e-d
am
ag
ed
Str
uctu
res
- T
ree
Pre
serv
ati
on
, L
an
dscap
e
Desig
n &
In
sp
ecti
on
s
- A
dm
inis
ter
Cu
sto
me
r S
erv
ice
co
un
ter
for
Bu
ild
ing
, P
lann
ing
en
qu
irie
s a
nd
Sit
e S
ervic
ing
- P
lann
ing
Co
un
ter
Se
rvic
es
- Im
ple
men
t A
ll L
ev
els
of
Pla
ns &
Poli
cie
s b
y R
ev
iew
ing
& P
roce
ssin
g D
ev
elo
pm
en
t A
ppli
cati
on
s
- P
lan &
Im
ple
men
t S
urre
y’s
Do
wn
tow
n &
Oth
er
Are
a
Pla
ns
- A
ssis
t S
urr
ey’s
Dev
elo
pm
en
t A
dvis
ory
Co
mm
itte
e
- M
an
ag
e S
urr
ey’s
Ad
vis
ory D
esig
n P
an
el
- Fa
cilit
ies M
ain
ten
an
ce &
Op
era
tio
ns
- P
rev
en
tati
ve M
ain
tena
nce
- M
ain
ten
ance
Co
ntr
acts
- M
ajo
r /
Min
or R
eno
vati
on
s
- B
uil
din
g D
esig
n &
Co
nstr
ucti
on
- Le
ad
Cit
y’s
En
ergy
Man
ag
em
en
t P
rog
ram
- C
on
str
ucti
on o
f n
ew
Cit
y
bu
ild
ing
s-C
ap
ital P
rog
ram
- B
usin
ess S
up
po
rt M
an
ag
em
ent
- In
form
ati
on T
ech
no
log
y
Man
ag
em
en
t
- B
usin
ess In
tell
igen
ce
- B
usin
ess Im
pro
ve
me
nt
Te
am
- C
usto
me
r S
erv
ice
Ad
min
istr
ati
on
- A
cco
unti
ng
, B
ud
get
&
Pu
rch
asin
g M
an
ag
em
en
t
- R
eco
rds M
an
ag
em
ent
Tech
no
log
y
- C
ou
ncil R
ep
ort
pre
para
tio
n
Gen
era
l M
ana
ge
r
In R
ecru
itm
en
t
Adm
inis
trative C
oord
inato
r
Co
urt
ney C
ueto
(A
ctin
g)
- N
eig
hb
ou
rho
od
Con
ce
pt
Pla
ns,
Lo
ca
l A
rea
& S
tru
ctu
re
Pla
ns
- P
olicy
Re
sea
rch
& A
naly
sis
- S
up
po
rt S
ocia
l P
lan
nin
g,
Ag
ricu
ltu
ral
Ad
vis
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Co
mm
itte
es &
He
rita
ge
Ad
vis
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Co
mm
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n
- O
ffic
ial
Co
mm
un
ity P
lan
&
Zo
nin
g B
yla
w
- S
up
po
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ev
elo
pm
en
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Ad
vis
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Co
mm
itte
e
- S
pa
tial D
ata
Man
ag
em
en
t /
Map
pin
g S
erv
ices /
Gra
ph
ic &
Pre
se
nta
tio
n S
erv
ice
s
- W
eb
sit
e M
an
ag
em
en
t
Are
a P
lan
nin
g
So
uth
Sh
aw
n L
ow
(A
ctin
g)
Are
a P
lan
nin
g
No
rth
Ro
n G
ill
Bu
ildin
g
Rém
i D
ub
é
Civ
ic F
aci
liti
es
Farh
ad A
liza
deh
Co
mm
un
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lann
ing
Pre
et H
eer
Bu
siness
Tra
nsf
orm
atio
n
Jero
me T
hib
aud
eau
232
DEPARTMENTAL OVERVIEW PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
MISSION STATEMENT
To provide advice and recommendations to City Council on planning, building and
community development matters and to implement the bylaws, policies and
objectives set by City Council related to growth and development.
KEY PROGRAMS AND SERVICES
The primary functions of the Planning & Development Department are to:
• Prepare land use plans, bylaws and policies for consideration by City Council;
• Undertake application reviews and approval processes consistent with
Council-approved plans, bylaws and policies in support of planned, orderly and
sustainable development of the City; and
• Deliver civic facilities in accordance with City Council’s capital project priorities
and provide ongoing maintenance of City assets.
The Department’s mandate is accomplished through the activities of the following five
divisions:
BUSINESS TRANSFORMATION
Business Transformation provides
general administrative support services,
records management, budgeting,
information technology enablement and
support.
AREA PLANNING & DEVELOPMENT,
NORTH & SOUTH
Area Planning & Development
implements Council-adopted bylaws,
approved secondary plans, and policies
in relation to the use and development
of land. This work involves receiving and
reviewing applications and making
appropriate recommendations for land
development projects and preparing
reports to Council.
BUILDING
Building administers Council adopted
bylaws and policies related to building
construction. This work involves
servicing residential and commercial
building plan reviews, performing
building, plumbing and electrical field
review services, and the administration
of the Tree Protection Bylaw and sign
bylaws. The Building division is also
responsible for providing professional
advice on building construction related
matters to City Council, the Board of
Variance, other City departments and
the public.
CIVIC FACILITIES
Civic Facilities Design and Construction
provides leadership and support for all
aspects of concept development,
planning, design, and construction of
new buildings. Operations and
Maintenance handles the renovations,
repairs and maintenance of existing
buildings including preventative
maintenance, energy management and
upgrades to mechanical systems and
programs.
233
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
2021 ACCOMPLISHMENTS
COMMUNITY PLANNING
Community Planning develops land use plans and policies in support of the planned
and orderly development of the City. The division administers the Official Community
Plan (“OCP”), General Land Use Plans, Neighbourhood Concept Plans (“NCP”), Local
Area Plans, zoning bylaw amendments and monitors the City’s growth management
and Community Engagement strategies. This division is also responsible for Social
Planning, Agricultural Planning, Heritage Planning and demographic tracking and
growth forecasting. Community Planning also supports the Heritage Advisory
Commission. This division provides graphic and mapping services for the department
and supports corporate Geographical Information Systems (“GIS”) services.
INCLUSION
• Completed community consultation
for Chuck Bailey Recreation Centre
Expansion;
• Completed design consultation with
First Nations, as well as community
consultation, for the South Surrey
Indigenous Carving Centre;
• Introduced the Surrey Housing Needs
Report;
• Completed client satisfaction surveys
associated with Building Permit
issuance and inspection processes;
• Secured $16 million of Canada
Mortgage and Housing Corporation
(“CMHC”) Rapid Housing Initiative
funding for 44 Supportive Housing
units in Partnership with Atira
Women’s Resource Society and
initiated construction for completion in
early 2022;
• Secured $13.8 million of CMHC Rapid
Housing Initiative funding for 30
Supportive Housing units for youth in
partnership with the Pacific Community
Resources Society;
• Continued streamlined reviews and
acceptance of specified BC Housing
Building Projects to meet key
homelessness reduction objectives;
and
• Completed accelerated inspections for
emergency winter shelters and
summer cooling centres.
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Prepared and presented 229 planning
reports to Council on development
applications;
• Approved the creation of 462 single
family lots;
• Completed Don Christian Recreation
Centre Childcare expansion;
234
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
• Received 729 development
applications for rezoning, subdivision,
development permits, development
variance permits, and Official
Community Plan development;
• Continued enhancements and
increased the use of the digital
building permit intake and review
process for single family building
permits;
• Began the phased implementation of a
new online permitting portal to
provide Land Development clients and
staff with expanded online services
abilities, enhanced communication,
process efficiencies and improved
quality of submissions;
• Completed Darts Hill NCP;
• Completed Stage 1 Plans for South
Campbell Heights and Newton-King
George;
• Completed background studies and
preliminary engagement for Fraser
Highway SkyTrain Corridor;
• Completed Central Business District
Office Study for City Centre;
• Completed Phase 1 of the Zoning
By-law Update to improve clarity;
• Continued Zoning By-law updates to
allow Secondary Suites in
Comprehensive Development Zones;
• Continued involvement in Mass
Timber Construction Early Adoption
Program with the Province’s Building
Safety Branch;
• Continued implementation and
industry support for ongoing phases
of the Energy Step Code in new
construction;
• Expanded the Front Counter Call
Centre developed during the pandemic
to support remote and digital
customer service and continued its
operation after City Hall reopened to
the public;
• Maintained and enhanced a dedicated
digital drop box to facilitate
application reviews during City Hall’s
closure;
• Initiated project to investigate Audit
Based Building Permit Review and
Issuance business processes; and
• Continued improvements to the trade
permit portal with digital access to the
issued permit and abilities to submit
digital document.
ECONOMIC PROSPERITY AND LIVELIHOODS
• Completed the City Centre Incentive
Program with seven eligible projects
making use of this incentive;
• Rolled out the Guaranteed Timeline
Initiative for Single Family Building
Permits, Tenant Improvement Permits,
and rezoning applications; and
• Continued roll out of the electrical
Contractor Performance Management
Program to reduce the rate of
inspections for high performing
contractors and enhance community
safety.
235
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
EDUCATION & CULTURE
• Completed revisions to the Heritage
Evaluation Sheet to include expanded
criteria for determining heritage and
cultural value;
• Initiated Phase 2 of the Population &
Employment Model review to
implement improvements to building
and development data tracking and
projections and improving accuracy
and efficiency of the model;
• Continued as staff liaison to the
Heritage Advisory Commission;
• Prioritized clean-up of outstanding
Surrey School District issued building
permits to facilitate future building
permit reviews at existing facilities;
and
• Prioritized Surrey School District
Building Permit applications to meet
the increased enrolment demands
within the City.
• Complete boiler replacement for
Newton Wave Pool with high efficiency
boilers;
• Designed and awarded contract for
two R22 refrigerant chiller
replacements (Surrey Museum and Old
City Hall west wing);
• Completed design and awarded
contract for Surrey Art Center HVAC
upgrade. Grant obtained for $450,000;
• Streamlining of the Environmental
Review Process through the
development of guidelines and terms
of reference for Qualified
Environmental Professionals; and
• Implemented a new Tree Protection
By-law which included streamlining
and clarification of regulations and
increase in penalties to help meet the
City’s broader Ecosystem objectives.
• Completed upgrade to
multiple sites’ roof
access and fall
protection systems.
PUBLIC SAFETY
Atira Women’s Modular Housing Rendering (2021/2022)
236
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
• Continue with design and start the
construction of Cloverdale Sport & Ice
Complex;
• Continue with assessment and
remediation of Cloverdale Fairground
Stetson Bowl structural issues;
• Initiate feasibility study of North Surrey
Indigenous Carving Centre;
• Complete review of back-to-back
townhouse unit types and identify
potential design guidelines for this
new form;
• Develop Terms of Reference/
Guidelines for Geotechnical Peer
Reviews to support Steep Slope
development permit requirements in
Area Planning;
• Continue work on process
improvements to support Area
Planning & Development operations
• Complete Stage 2 of the Semiahmoo
Town Centre Plan;
• Complete Stage 2 of the Guildford
Town Centre Plan;
• Complete Stage 2 of the King George
South Local Area Plan;
• Complete Stage 2 of the South
Campbell Heights Plan;
• Complete Stage 1 of Fleetwood Town
Centre Plan;
• Complete update to City Centre
Central Business District and Bolivar
Heights Neighbourhood plans;
• Initiate a staff inter-departmental
working group to implement the
Public Engagement Strategy and
Public Engagement Toolkit framework
for public consultation;
• Complete construction of the two
CMHC Rapid Housing Projects for a
total of 74 supportive housing units for
women and youth in partnership with
Atira Women’s Resource Centre and
the Pacific Community Resources
Society; and
• Ensure client satisfaction surveys are
completed to measure success and
new initiatives and plan future
improvements.
INCLUSION
FUTURE INITIATIVES, GOALS & OBJECTIVES
BUILT ENVIRONMENT & NEIGHBOURHOODS
Surrey Skyline
237
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
• Initiate Scott Road Corridor Visioning;
• Initiate background studies for the
South Westminster Plan Update;
• Initiate actions to support the findings
from the Housing Needs Report;
• Ensure Guaranteed Timeline Initiative
targets are met with continued process
improvements and sufficient staffing
allocation;
• Enhance non-permitted and illegal
construction enforcement with
enhanced by-laws and creation of
Unpermitted and Illegal Construction
Enforcement Team (“UIET”);
• Complete project to investigate Audit
Based Building Permit Review and
Issuance business processes and
present recommendations;
• Continue involvement in Mass Timber
Construction Early Adoption Program
with the Province’s Building Safety
Branch;
• Complete first phases of Citizen Portal
Development for Trade Permit
administration, and initiate phases for
Building Permit intake and processing
as part of broader Digital
Transformation Road Map;
• Continue to work with BC Housing to
prioritize and help plan projects
throughout the year including shelters,
supportive housing, and affordable
housing projects;
• Continue improvements to the
consistency of services delivered
through communication and training;
• Streamline the payments and refunds
process;
• Review and streamline the use of
Electrical Operating Permits across the
City;
• Continue the development of
performance metrics to streamline the
permitting process; and
• Streamline landscaping plan reviews
and field inspections in cooperation
with the landscape architect industry.
ECONOMIC PROSPERITY & LIVELIHOODS
• Continue the implementation of the
Guaranteed Timelines for
Development Applications;
• Enhance online inspections services
by increasing inspection booking
capabilities with Citizen Portal;
• Development of policy framework and
Zoning Bylaw changes to support craft
breweries, distilleries and wineries and
associated lounge areas;
• Monitor Guaranteed Timelines
program for Tenant Improvements
and engage with industry to further
decrease number of resubmissions
required for successful issuance.
238
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
• Explore BC Energy Step Code-related
Zoning Bylaw updates and develop
guidelines to account for the
development of energy-efficient
buildings;
• Explore opportunities for policy
guidance , guidelines and standards
for high-albedo and green roofs,
particularly large industrial and
commercial buildings;
• Continue roll out of enhanced
environmental review process for new
developments and lots of record in
cooperation with senior agencies,
leveraging the City’s Ecosystem
Development Plan (“EDP”) process
and specialized staff; and
• Implement changes resulting from the
revised Tree Protection Bylaw, with
continued updates to Standard
Operating Procedures and industry
engagement focusing on quality
inspection reports to streamline
review process, ensure consistency
and enhance security release options.
ECOSYSTEMS
• Continue to implement updates to the
City’s Land Management System for
ongoing sustainability, leveraging
process automation for added
capacity; and
• Work with Engineering Department to
streamline single family water meter
installation processes.
INFRASTRUCTURE
EDUCATION & CULTURE
• Work with City’s post-secondary
institutions to meet growth plans and
demand; and
• Continue to prioritize Surrey School
District Building Permit applications to
meet the increased enrolment
demands within the City.
Surrey Skyline
239
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Area Planning
& Development
North/South
Number of rezoning
applications receiving
final approval
(Infrastructure)
100 80 80 80 80 80 80
Community
Planning
Residential proximity to
Amenities
(Infrastructure)
23% 24% 24% 25% 26% 26% 27%
# of public meetings
held
(Infrastructure)
24 20 20 20 20 20 20
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the Planning
& Development Department in tracking its progress and monitoring its contribution to
building a sustainable Surrey.
View of City Centre Library from City Hall
240
PLANNING & DEVELOPMENT
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
Division
Performance
Measures
(Sustainability
Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Building
# of issued single
family dwelling
permits
(Built Communities
& Neighbourhoods)
806 500 500 500 500 500 500
Total annual
construction value
(Built Communities
& Neighbourhoods)
$2.00B $1.25B $1.00B $1.25B $1.25B $1.25B $1.25B
# of inspections
(Built Communities
& Neighbourhoods)
57,200 63,000 63,000 63,000 63,000 63,000 63,000
Civic Facilities
# of after hours calls (Infrastructure)
125 300 300 300 300 300 300
# of unscheduled
facility closures
(Infrastructure)
1 2 2 2 2 2 2
Administration
# of file set-ups
(physical/digital)
(Infrastructure)
3,550 3,900 3,500 3,900 3,900 3,900 3,900
% of trade permits
processed online
(Infrastructure)
94% 85% 85% 90% 90% 90% 90%
# of requests for
historical building
data
(Infrastructure)
2,480 2,500 2,500 2,500 2,500 2,500 2,500
241
PLANNING & DEVELOPMENT—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Administration 3,624$ 3,407$ 3,400$ 3,568$ 3,564$ 3,560$ 3,556$ 3,552$
Area Planning & Development 1,665 (218) 2,546 2,710 2,634 2,556 2,476 2,394
Building (14,979) (18,203) (10,899) (11,178) (11,814) (12,469) (13,143) (13,838)
Community Planning 2,316 2,141 2,343 2,344 2,344 2,344 2,344 2,344
Facilities 10,212 8,474 11,294 11,343 11,378 11,418 11,463 11,508
Heritage Advisory Commission 23 23 23 23 23 23 23 23
2,861$ (4,376)$ 8,707$ 8,810$ 8,129$ 7,432$ 6,719$ 5,983$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (4,580)$ (5,513)$ (2,784)$ (2,886)$ (2,970)$ (3,056)$ (3,144)$ (3,235)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (29,094) (29,556) (22,178) (22,666) (23,324) (24,001) (24,697) (25,413)
(33,674) (35,069) (24,962) (25,552) (26,294) (27,057) (27,841) (28,648)
Expenditures
Salaries and Benefits 23,434 23,738 25,228 25,741 25,741 25,741 25,741 25,741
Operating Costs 7,161 7,793 7,067 7,247 7,302 7,362 7,427 7,492
Internal Services Used 3,741 3,279 3,633 3,633 3,633 3,633 3,633 3,633
Internal Services Recovered (3,407) (3,099) (3,410) (3,410) (3,410) (3,410) (3,410) (3,410)
External Recoveries (594) (664) (8) (8) (8) (8) (8) (8)
30,335 31,047 32,510 33,203 33,258 33,318 33,383 33,448
Net Operations Total (3,339) (4,022) 7,548 7,651 6,964 6,261 5,542 4,800
Transfers
To (From) Capital Sources 877 (524) 968 968 968 968 968 968
To (From) Operating Sources 5,323 170 191 191 197 203 209 215
6,200 (354) 1,159 1,159 1,165 1,171 1,177 1,183
2,861$ (4,376)$ 8,707$ 8,810$ 8,129$ 7,432$ 6,719$ 5,983$
1.96% of General Net
Taxation allocated to
Planning &
Development
242
PLANNING & DEVELOPMENT—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (260)$ (315)$ (131)$ (136)$ (140)$ (144)$ (148)$ (152)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (6) (7) (1) (1) (1) (1) (1) (1)
(266) (322) (132) (137) (141) (145) (149) (153)
Expenditures
Salaries and Benefits 3,524 3,542 3,142 3,315 3,315 3,315 3,315 3,315
Operating Costs 348 209 375 375 375 375 375 375
Internal Services Used 115 67 14 14 14 14 14 14
Internal Services Recovered - - - - - - - -
External Recoveries (3) - - - - - - -
3,984 3,818 3,531 3,704 3,704 3,704 3,704 3,704
Net Operations Total 3,718 3,496 3,399 3,567 3,563 3,559 3,555 3,551
Transfers
To (From) Capital Sources (94) (89) 1 1 1 1 1 1
To (From) Operating Sources - - - - - - - -
(94) (89) 1 1 1 1 1 1
3,624$ 3,407$ 3,400$ 3,568$ 3,564$ 3,560$ 3,556$ 3,552$
2020 2021 2021 2022 2023 2024 2025 2026
AREA & PLANNING DEVELOPMENT ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (3,684)$ (4,565)$ (2,297)$ (2,381)$ (2,450)$ (2,521)$ (2,594)$ (2,669)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (313) (388) (223) (229) (236) (243) (250) (257)
(3,997) (4,953) (2,520) (2,610) (2,686) (2,764) (2,844) (2,926)
Expenditures
Salaries and Benefits 4,418 4,456 4,808 5,062 5,062 5,062 5,062 5,062
Operating Costs 57 90 66 66 66 66 66 66
Internal Services Used 97 61 139 139 139 139 139 139
Internal Services Recovered - - - - - - - -
External Recoveries (23) (3) - - - - - -
4,549 4,604 5,013 5,267 5,267 5,267 5,267 5,267
Net Operations Total 552 (349) 2,493 2,657 2,581 2,503 2,423 2,341
Transfers
To (From) Capital Sources 113 131 53 53 53 53 53 53
To (From) Operating Sources 1,000 - - - - - - -
1,113 131 53 53 53 53 53 53
1,665$ (218)$ 2,546$ 2,710$ 2,634$ 2,556$ 2,476$ 2,394$
243
PLANNING & DEVELOPMENT—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
2020 2021 2021 2022 2023 2024 2025 2026
BUILDING ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (633)$ (630)$ (356)$ (369)$ (380)$ (391)$ (402)$ (414)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (28,775) (29,142) (21,954) (22,436) (23,087) (23,757) (24,446) (25,155)
(29,408) (29,772) (22,310) (22,805) (23,467) (24,148) (24,848) (25,569)
Expenditures
Salaries and Benefits 8,989 9,503 9,992 10,035 10,035 10,035 10,035 10,035
Operating Costs 436 482 314 487 507 527 547 567
Internal Services Used 13 21 - - - - - -
Internal Services Recovered (10) (23) - - - - - -
External Recoveries - (38) - - - - - -
9,428 9,945 10,306 10,522 10,542 10,562 10,582 10,602
Net Operations Total (19,980) (19,827) (12,004) (12,283) (12,925) (13,586) (14,266) (14,967)
Transfers
To (From) Capital Sources 1,205 1,319 914 914 914 914 914 914
To (From) Operating Sources 3,796 305 191 191 197 203 209 215
5,001 1,624 1,105 1,105 1,111 1,117 1,123 1,129
(14,979)$ (18,203)$ (10,899)$ (11,178)$ (11,814)$ (12,469)$ (13,143)$ (13,838)$
2020 2021 2021 2022 2023 2024 2025 2026
COMMUNITY PLANNING ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - (19) - - - - - -
- (19) - - - - - -
Expenditures
Salaries and Benefits 2,046 2,037 2,321 2,322 2,322 2,322 2,322 2,322
Operating Costs 651 723 22 22 22 22 22 22
Internal Services Used 26 25 - - - - - -
Internal Services Recovered (1) (8) - - - - - -
External Recoveries (480) (501) - - - - - -
2,242 2,276 2,343 2,344 2,344 2,344 2,344 2,344
Net Operations Total 2,242 2,257 2,343 2,344 2,344 2,344 2,344 2,344
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 74 (116) - - - - - -
74 (116) - - - - - -
2,316$ 2,141$ 2,343$ 2,344$ 2,344$ 2,344$ 2,344$ 2,344$
244
PLANNING & DEVELOPMENT—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
2020 2021 2021 2022 2023 2024 2025 2026
FACILITIES ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (3)$ (3)$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(3) (3) - - - - - -
Expenditures
Salaries and Benefits 4,457 4,200 4,965 5,007 5,007 5,007 5,007 5,007
Operating Costs 5,599 6,239 6,267 6,274 6,309 6,349 6,394 6,439
Internal Services Used 3,490 3,105 3,480 3,480 3,480 3,480 3,480 3,480
Internal Services Recovered (3,396) (3,068) (3,410) (3,410) (3,410) (3,410) (3,410) (3,410)
External Recoveries (88) (114) (8) (8) (8) (8) (8) (8)
10,062 10,362 11,294 11,343 11,378 11,418 11,463 11,508
Net Operations Total 10,059 10,359 11,294 11,343 11,378 11,418 11,463 11,508
Transfers
To (From) Capital Sources (347) (1,885) - - - - - -
To (From) Operating Sources 500 - - - - - - -
153 (1,885) - - - - - -
10,212$ 8,474$ 11,294$ 11,343$ 11,378$ 11,418$ 11,463$ 11,508$
2020 2021 2021 2022 2023 2024 2025 2026
HERITAGE ADVISORY COMMISSION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - -
Expenditures
Salaries and Benefits - - - - - - - -
Operating Costs 70 50 23 23 23 23 23 23
Internal Services Used - - - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries - (8) - - - - - -
70 42 23 23 23 23 23 23
Net Operations Total 70 42 23 23 23 23 23 23
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources (47) (19) - - - - - -
(47) (19) - - - - - -
23$ 23$ 23$ 23$ 23$ 23$ 23$ 23$
245
PLANNING & DEVELOPMENT—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Planning & Development
2021 ADOPTED BUDGET 8,707$
REVENUES
Sales and Services
Application Fees …………………………………. (102)$
Other Fees …………………………………. - (102)
Grants, Donations and Other
Building Permits …………………………………. (482)
Business Licenses …………………………………. (6)
Other …………………………………. - (488)
Total Change in Revenues (590)
EXPENDITURES/TRANSFERS
Salaries/Wages & Benefits
Salary Adjustments …………………………………. -
Reallocation of Positions …………………………………. 181
New Positions …………………………………. 332 513
Operating Costs
Hydro & Gas …………………………………. 7
Other Facilities Operating Costs …………………………………. 173 180
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer (From)/To Own Sources - -
Total Change in Expenditures 693
2022 BUDGET 8,810$
2022 ADOPTED BUDGET 8,810$
REVENUES
Sales and Services
Increase in Area Planning & Development Fees …………………………………. (288)$
Increase in Other Fees …………………………………. (61) (349)
Grants, Donations and Other
Increase in Bldg Permits, Business Licenses & Other (2,747) (2,747)
Total Change in Revenues (3,096)
EXPENDITURES/TRANSFERS
Salaries/Wages & Benefits
Salary Adjustments and Growth - -
Operating Costs
Inflationary Increases and Growth 245 245
Internal Services Used/(Recovered) - -
External Recoveries - -
Transfer (From)/To Own Sources 24 24
Total Change in Expenditures 269
2026 BUDGET 5,983$
246
DEPARTMENTAL OVERVIEW POLICE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
POLICE
PART I:
POLICING
TRANSITION
PART II:
RCMP
PART III:
SURREY POLICE
SERVICE
248
DEPARTMENTAL FUNCTIONS POLICING TRANSITION
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
General Manager, Policing Transition
Terry Waterhouse
Strategic Projects
Phillipa Sanderson
RCMP Support Services
Johan Brand
- Surrey Police Transition Trilateral
Committee (SPTTC)
- Strategic Project Management
- Research and Analysis
- Project Implementation
- Operations
- Information Services & Technology
- Finance & Member Services
- Strategic Management &
Performance
Administrative Coordinator
Ashleigh Rajala
250
DEPARTMENTAL OVERVIEW POLICING TRANSITION
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
MISSION STATEMENT
The mission of the Policing Transition Department is to conduct the work necessary to
ensure an effective and efficient transition of police services from the RCMP to the
Surrey Police Service (“SPS”).
The Surrey Police Board (“the Board”) and SPS are responsible for leading the work
to make SPS the police of jurisdiction in Surrey with the Policing Transition
Department’s support regarding key municipal policing responsibilities.
KEY PROGRAMS AND SERVICES
The Policing Transition Department’s programs and services include:
• Supporting the transition from the RCMP to SPS through the work of the
Surrey Policing Transition Trilateral Committee (“SPTTC”);
• Supporting the development and delivery of all policing operations support
functions that the City provides to RCMP and SPS including the leadership of
the RCMP Support Services civilian staff;
• Advancing various community services and wellbeing initiatives; and
• Implementing the Pandemic Response Package which aims to enhance existing
City services for vulnerable and unsheltered persons in Surrey.
The 2021 Accomplishments, Future Initiatives, Goals & Objectives, and Performance
Measures for RCMP Support Services are located within Part II: RCMP subsection of
this chapter.
2021 ACCOMPLISHMENTS
PUBLIC SAFETY
• Provided ongoing secretariat services for the SPTTC and sub-groups to
support the transfer of policing services from the RCMP to SPS;
• Supported the deployment of the first group of fifty (50) SPS officers into the
municipal police unit as part of the first phase of the transition;
• Completed legal agreements between the Province, the RCMP, SPS and the
Board to support the implementation of the first phase of the transition;
251
POLICING TRANSITION
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
FUTURE INITIATIVES, GOALS & OBJECTIVES
INCLUSION
• Support the SPS to establish a municipal policing model that recognizes and
supports Surrey’s diverse communities, encourages inclusion, and is aligned
with the City’s approach to integrated community services;
• Support the Community Services Committee on delivery of community
services across City departments; and
• Implement the Pandemic Response Package for unsheltered and
vulnerable persons in Surrey which enhances existing City services and
supports. The package includes the following six projects: Safety and
Community Services Network, Safe Sleep, Nourish Surrey, Healthy Living,
SMART Cart, and Clean Team.
PUBLIC SAFETY
• Supported development of a detailed plan for SPS to become the police of
jurisdiction in Surrey; and
• Successfully secured a grant from the Union of BC Municipalities (“UBCM”)
for $14.2 million to enhance City services in response to the pandemic for
Surrey’s unsheltered and vulnerable residents.
• Ensure the RCMP and SPS
coordinated support from civilian
staff;
• Lead the implementation of the
SPTTC Human Resources Strategy
& Plan, to complete phase one of
the transfer of policing services;
• Support SPS to implement policies,
practices and infrastructure required
for approval as police of jurisdiction;
• Draft and execute legal agreements to
support implementation of the second
phase of the transition with SPS as
police of jurisdiction; and
• Ensure community services are
delivered by the City in a manner
that promotes integration,
minimizes duplication and
promotes public safety.
252
POLICING TRANSITION
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
ECONOMIC PROSPERITY & LIVELIHOODS
• Implement an urban policing model in the new municipal police service
that enhances economic and social well-being.
CORPORATE SUSTAINABILITY
• Develop and implement Tier 2 Surrey
Excels Initiatives; and
• Continue the implementation of
integrated crime reduction strategies
that empower the community.
PERFORMANCE MEASURES
• Completion of legal agreements to
support the second phase of the
transition;
• Ongoing deployment of 295 SPS
officers into the municipal police unit
in phase I of the transition per the
agreed joint SPS/RCMP Human
Resources Strategy and Plan; and
• Implementation of six pandemic
response projects in 2022.
Deployment of officers into policing operations in November 2021
253
DEPARTMENTAL FUNCTIONS RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
Gen
eral
Man
ager
, Pol
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tion
Dr.
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ey R
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255
DEPARTMENTAL OVERVIEW RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
MISSION STATEMENT
The Royal Canadian Mounted Police (“RCMP”) is committed to preserving the peace,
upholding the law and providing quality service in partnership with the communities
we serve.
KEY PROGRAMS AND SERVICES
The RCMP provides policing services to the City of Surrey. The Surrey detachment’s
officers and support staff work with the community to identify and address local crime
and safety concerns. The detachment responds to calls for service, conducts and
participates in criminal investigations, intelligence gathering, and enforcement
operations, and works to reduce the impact of crime on the community through
education and outreach. The detachment is structured as follows:
CORE POLICING
Core Policing consists primarily of
uniformed Frontline members who are
first responders to emergency and
non-emergency calls for service and also
conduct community patrols and
proactive initiatives. The division also
includes several operational support
units, including the Radio Room and
Cellblock Operations.
COMMUNITY SERVICES
Community Services is the home of
proactive enforcement teams and
community safety and service teams
focused on crime reduction and
prevention. These teams focus on issues
such as property crime, gang and drug
enforcement, traffic education and
enforcement, youth in and outside of
schools, Mobile Street Enforcement
Team, mental health outreach, special
events and emergency planning, district
based community policing, and outreach
and liaison with diverse communities
including Indigenous Peoples.
INVESTIGATIVE SERVICES
Investigative Services consists primarily
of plainclothes members organized into
specialized sections such as Serious
Crimes, Unsolved Homicides, General
Investigation, Missing Persons, Robbery
and Economic Crime, as well as
Interview and Target teams. The
Vulnerable Persons Unit also falls under
this division, providing specialized
support to address domestic violence
and the victims of child abuse and
sexual offences.
OPERATIONS SUPPORT
Operations Support includes police
officers in a number of specialized
corporate and client service units, such
as Training Section, Member Services,
Professional Standards, Strategic
Operations, Media Relations, and the
Operations Review Unit. Detachment
Operations also provides support to
walk-in clientele and calls for service
where police attendance is not required.
SUPPORT SERVICES
Support Services consists of municipal
employees in operational
communications (emergency 911 and
non-emergency call taking and dispatch),
records and exhibit management, court
liaison, finance, information technology,
crime and business analysis, facilities
256
RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
and fleet management, training and development, communications, and cellblock
operations. Support Services also delivers various community services and programs
including front counter services, victim services, youth intervention, restorative justice
and crime prevention.
2021 ACCOMPLISHMENTS
PUBLIC SAFETY
• The Operational Communication
Centre handled 400,170 calls to either
911 or the Surrey RCMP
Non-emergency lines. Police officers
attended to 142,951 calls for service.
The average response time to
emergency (Priority 1) calls from call
receipt to police attendance on scene
was just over 7.5 minutes (7:38);
• The Police Mental Health Outreach
Team (“PMHOT”) continued to support
those facing challenges with
homelessness, addiction and mental
health. PMHOT has established an
Assertive Case Management Team
(“ACT”) and an Intensive Case
Management (“ICM”) program. Each
program team meets 4 times per month.
PMHOT continued focused efforts in the
City Centre/Whalley area to provide an enhanced presence and support to
vulnerable populations. In 2021, PMHOT conducted 825 homeless outreach checks
City-wide and made 2,865 referrals to community partner agencies. The Car 67
program also assisted with 954 calls for service;
• The Detachment continued to work with partners at Fraser Health to advance the
HealthIM App initiative to improve response to individuals in acute crisis due to
mental health challenges. Work is underway to determine the technical and
privacy requirements of the application, with implementation and roll-out
expected to begin later in 2022;
• The Surrey Gang Enforcement Team (“SGET”) continued to provide the Shattering the Image gang prevention and outreach program to both students and
community groups in the City of Surrey. The program was recently revised to
include new relevant trends in gang recruitment and composition. In 2021,
“Shattering the Image” was presented primarily online due to COVID restrictions.
Police Mental Health Outreach
Team providing support
257
RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
The program was delivered 89 times in 2021, reaching approximately 4,000
participants. SGET also conducted 673 Inadmissible Patrons Program checks in
2021. As a result of these checks, 8 people with links to drug trafficking, violence
and gang activity were ejected from participating establishments;
• The Family & Youth Response Team (“FYRST”) funded under the Surrey
Anti- Gang Family Empowerment (“SAFE”) program continued to support families
and disrupt youth gang involvement. In 2021, FYRST supported 47 youth clients
and their families. FYRST continues to receive presentation requests from Surrey
schools and delivered 15 presentations to approximately 400 grade 6/7 youth.
FYRST, in partnership with Surrey School District’s Safe Schools Program,
facilitated six youth clients to attend Boarder X, an Indigenous arts and
skateboarding exhibit in Vancouver. The event provided an opportunity for
mentorship and positive relationship building with FYRST clients;
• Continued the implementation of Project Lavender to empower young women and
girls to make positive choices. In 2021, 58 Project Lavender presentations were
delivered reaching approximately 3,000 youth, primarily to students in the Surrey
School District. Due to the COVID pandemic and changing restrictions, 31
presentations were delivered virtually;
• The Youth Intervention Program (“YIP”) received 182 referrals in 2021.
Approximately 88% of youth referred to YIP completed the program. YIP continues
to provide counselling services to clients via telephone, given COVID restrictions.
YIP is a member of the Surrey Steps Up planning committee, an annual event in
partnership with the Surrey School District and the City of Surrey. YIP also
continues to support the delivery of the FYRST presentation series;
• The Detachment’s Restorative Justice (RJ) Program received 43 referrals in 2021
and supported 59 clients. The Safe Driver Dialogue Circle received 314 referrals in
2021.The RJ program also created and implemented an Online Safety &
Responsibility Dialogue Circle. Two circles were delivered in 2021 to provide youth
an opportunity to learn decision making skills specific to online behavior,
understand what safe online activity looks like, and a safe space to discuss real-life
situations involving online safety concerns and bullying;
• The Community Programs Unit worked to increase participation in the Block
Watch program, retain current members and promote community safety for
residents across the City. As part of this effort, 25 new Block Watch groups were
formed and 96 Block Watch Captains and Co-Captains attended training. The unit
also audited 326 Block Watch groups to validate group status;
• The Detachment Speaker Series continued to engage and educate City residents
about community safety issues and to promote the Block Watch program. The
Speaker Series included 14 presentations reaching 619 participants. The
258
RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
Detachment also hosted a virtual Coffee with the Block during Crime Prevention
Week to discuss current community crime and safety issues. The Detachment
promoted the City’s annual Love Where You Live City beautification initiative and
invited Block Watch groups to organize a community clean-up with the chance to
win a Block Party Prize Pack. Twelve Block Watch groups took part, collecting more
than 48 bags of litter combined;
• The Detachment distributed tamper proof screws for the Secure Plate program to
help reduce opportunities for auto related crime. The effort helped to engage Block
Watch participants in targeted areas were theft of license plates and theft from
vehicles were being reported;
• The Diversity and Indigenous Peoples Unit delivered 198 diversity presentations to
a total of 6,737 people (these presentations were primarily delivered virtually).
Internally, the unit delivered ten diversity awareness workshops to 153 employees
at the Detachment, as well as six Kairos Blanket exercises involving 127 staff. The
Community Engagement team attended 21 Community Engagement events and
continued to conduct outreach to religious centres (gurdwaras, temples, mosques
and churches) and attend local parks to connect with seniors and youths;
• The Detachment continue to focus on traffic safety, including collaboration with
Vision Zero partners in Surrey. Block Watch groups were engaged in consultations
to support the roll out of the Slow Streets Pilot Project, a speed limit reduction
initiative being tested in six residential neighbourhoods in Surrey. Partnerships
with the Block Watch Society of BC and BCAA were leveraged to provide “Slow
Down Kids Playing” signs to Block Watch groups who were concerned with the
speeds on their residential streets;
• Surrey Traffic members continued
to conduct enforcement operations
and education campaigns
addressing high-risk road users and
behaviours. These efforts targeted
pedestrian safety, speeding, and
distracted and impaired driving. The
Traffic Section issued 10,717
Electronic Violation Tickets in 2021
and deployed the Automatic Licence
Plate Reader (“ALPR”) 226 times,
resulting in over 16,683 hits. The
Traffic Community Response Unit
(TCRU) handled 302 files and had 32
Black Cat Radar Deployments to
monitor vehicle speeds on Surrey
roadways; and
OIC Assistant Commissioner
Brian Edwards out on Patrol
259
RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
• Enhance response to calls for service;
• Increase early intervention with at-risk
youth;
• Promote and participate in a
collaborative response to
homelessness, addiction and mental
health issues;
• Disrupt illegal drug distribution
networks within the community;
• Reduce gang and gun related violence;
• Increase road safety;
• Enhance outreach and engagement
with vulnerable persons related to
sexual offences;
• Enhance domestic violence education,
prevention and enforcement;
• Reduce property crime;
• Enhance crime reduction strategies
and demonstrate support to
community problem solving;
• Initiate positive police-youth
interactions;
• Enhance external communication of
community safety issues and Surrey
RCMP initiatives;
• Strengthen partnerships to address
complex social issues and community
concerns;
• Enhance engagement with diverse
populations;
• Enhance public participation in
community safety programs;
• Enhance employee knowledge of
diversity and implications for police
service delivery;
• Increase fiscal responsibility;
• Leverage technology to support
service delivery;
• Improve data quality and record
keeping;
• Ensure operational readiness;
• Support and improve emergency and
operational planning;
• Enhance resource deployment model;
• Enhance employee training and
development opportunities;
• Identify and implement best practices
in police service delivery;
• Enhance internal communications and
information sharing;
• Enhance employee relations;
• Continuously improve employee
morale, inclusiveness and the team
environment; and
• Promote and enhance employee
mental and physical well-being.
PUBLIC SAFETY
FUTURE INITIATIVES, GOALS & OBJECTIVES
• Given the ongoing and evolving nature of the pandemic, the Detachment’s internal
COVID-19 Response Team continued with a number of internal measures to
ensure the health and safety of employees and maintain essential frontline police
services.
260
RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
PERFORMANCE MEASURES
The following table identifies key performance measures that assist the Surrey RCMP
in tracking its progress and monitoring its contribution to building Safe Homes and
Safe Communities in Surrey.
Priority Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Crime
Reduction &
Community
Safety
Average response time to
Priority 1 emergency calls
(Public Safety) 7:38
mins
<7
mins
<7
mins
<7
Mins
<7
Mins
<7
Mins
<7
Mins
% reduction in collisions
causing death or injury
(Public Safety) 5% 5% 5% 5% 5% 5% 5%
% reduction in the number of
residential B&E offences
(Public Safety) -2% 2% 2% 2% 2% 2% 2%
% reduction in the number of
business B&E offences
(Public Safety) 22% 2% 2% 2% 2% 2% 2%
% reduction in the number of
auto theft offences
(Public Safety) 12% 5% 5% 5% 5% 5% 5%
% reduction in the number of
theft from auto offences
(Public Safety) 6% 5% 5% 5% 5% 5% 5%
Mobile Street Enforcement Team
working with Public Safety Partners
261
RCMP
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
Priority Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Community
Engagement &
Mobilization
Number of news releases
(Public Safety/Inclusion) 283 260 260 260 260 260 260
% increase in the number of
social media engagements
(Public Safety/Inclusion) 21% 15% 15% 15% 15% 15% 15%
% increase in the number of
RCMP volunteer hours
(Public Safety/Inclusion) NA* 5% 5% 5% 5% 5% 5%
% increase in the number of
active Block Watch groups
(Public Safety/Inclusion) 1%** 5% 5% 5% 5% 5% 5%
Organizational
Performance &
Continuous
Improvement
% increase in the number of
queries to Project Iris
database
(Public Safety) 66% 10% 10% 10% 10% 10% 10%
Number of Emergency
Preparedness campaigns
(Public Safety) 6 2 2 2 2 2 2
Number of staff dialogue
forums with Senior
Leadership Team
(Inclusion)
3** 5 5 5 5 5 5
* Program was suspended due to COVID-19 pandemic **Fell short of target due to COVID-19 pandemic
262
DEPARTMENTAL FUNCTIONS SURREY POLICE SERVICE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
- P
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Off
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264
DEPARTMENTAL OVERVIEW SURREY POLICE SERVICE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
MISSION STATEMENT
Surrey Police Service (“SPS”) is a progressive community-based police service that
values diversity, partnerships and accountability as it works to enhance public safety
and community well-being. Supporting its vision are the Service’s values: honour,
integrity, respect, courage, compassion and inclusiveness. The motto of SPS is Safer
Stronger Together.
In 2018, the Surrey City Council exercised its authority under the BC Police Act to have
its own municipal police service. The Province of BC approved this change and
appointed a police board in 2020. Policing services in Surrey are now transitioning
from the RCMP to the Surrey Police Service, which was created as an independent
police service by the Surrey Police Board in 2020.
The three levels of government, SPS and the RCMP continue to work together
through the Surrey Policing Transition Trilateral Committee to develop and
implement this policing transition.
KEY PROGRAMS AND SERVICES
Policing services will continue to be provided by the RCMP until SPS assumes
responsibility for policing. SPS officers who have been deployed are currently
operating under the command of the RCMP, as part of the phased, integrated policing
transition. The SPS is overseen by the Surrey Police Board and is led by the Chief,
Constable, and his senior management team.
2021 ACCOMPLISHMENTS
• The first group of SPS police
officers took the policing oath at
SPS’s inaugural swearing-in
ceremony in July 2021;
• SPS crest, uniform, badges, and
police vehicle decals were finalized
and shared with the public. The SPS
crest features the Coast Salish eye,
a fess (check) pattern, and six stars
which represent Surrey’s town
centres (Cloverdale, Guildford,
Fleetwood, Newton, South Surrey,
Whalley/City Centre);
• Over 150 police officers and civilian
employees were hired by SPS;
• Recruitment for all ranks within the
Community Policing Bureau, Support
Services Bureau, and Investigative
Services Bureau commenced in early
2021 and continued throughout the
year. The first posting for new recruits
received over 500 applications;
• SPS and the Surrey Police Board
launched a three-part community
consultation initiative with over 1,200
residents consulted over a four-month
PUBLIC SAFETY
265
SURREY POLICE SERVICE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
PUBLIC SAFETY
FUTURE INITIATIVES, GOALS & OBJECTIVES
INCLUSION
• Develop a Community Consultation Plan to
regularly conduct outreach activities and
solicit feedback across diverse communities
in Surrey to inform the design of SPS’s
safety programs and services; and
• Develop a Community Consultation Plan and
Strategy Action Plan with local
Indigenous groups.
ECONOMIC PROSPERITY & LIVELIHOODS
• Consult with Surrey’s business community to ensure that SPS strategies and
programs deliver services that enhance the economic wellbeing of residents and
businesses.
• Collaborate with RCMP and other partners within the Surrey Police Transition
Trilateral Committee to ensure public safety is maintained during the transfer of
policing services to the SPS;
• Research feasibility and best practices for body worn cameras, police officer training,
and youth programs; and
• Work with the community to identify innovative community safety programs and
initiatives to enhance the prevention and reduction of crime in Surrey.
period. The consultation included a
public opinion survey, stakeholder
interviews, and focus groups
facilitated by independent researchers.
The results will help inform the 2022
strategic plan and SPS’s community
policing service delivery model;
• The Surrey Police Union was formed
and certified to represent SPS police
officers. CUPE 402 became the official
representative for SPS civilian
employees; and
• In November 2021, the first group
of SPS officers were deployed into
policing operations alongside the
Surrey RCMP, as the phased,
integrated policing transition gets
underway.
SPS is building a community-based policing
model with a focus on community engagement
266
SURREY POLICE SERVICE
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
CORPORATE SUSTAINABILITY
• Complete SPS Strategic Plan and
share with the public;
• Hire high quality experienced officers
and new recruits in alignment with the
joint SPS-RCMP Human Resources
Strategy; and
• Complete required processes to
obtain Provincial approval for SPS to
become the police agency of
jurisdiction for Surrey.
HEALTH & WELLNESS
• Develop a Wellness and Resiliency Training Plan for SPS employees to foster
a healthy workplace and appropriate supports for all staff.
• Ensure planning and design of SPS services incorporates principles consistent
with Surrey’s Sustainability Charter and demonstrates corporate sustainability
principles such as reduction of waste, protection of environments, and recycling of
materials.
PERFORMANCE MEASURES
(L-R) Deputy Chief Constable Jennifer Hyland, Chief Constable Norm
Lapinski, Deputy Chief Constable Todd Matsumoto, and Deputy Chief Constable
Michael LeSage reveal the decals for the new Surrey Police Service vehicles
267
(in thousands)
POLICE — DEPARTMENTAL OPERATIONS (COMBINED)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
City Police Support Service 24,169$ 22,248$ 26,028$ 25,622$ 17,951$ 3,626$ 3,626$ 3,626$
RCMP Contract 141,907 155,681 96,892 96,660 69,043 - - -
Surrey Police Service - 27,303 61,142 72,525 115,471 207,389 212,534 217,833
166,076$ 205,232$ 184,062$ 194,807$ 202,465$ 211,015$ 216,160$ 221,459$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (1,702)$ (2,008)$ (1,277)$ (1,312)$ (1,314)$ (1,352)$ (1,391)$ (1,431)$
Transfers from Other Governments (8,226) (8,064) (6,927) (6,927) (6,927) (6,927) (6,927) (6,927)
Grants, Donations and Other (57) (147) - - - - - -
(9,985) (10,219) (8,204) (8,239) (8,241) (8,279) (8,318) (8,358)
Expenditures
Salaries and Benefits 29,299 40,614 69,887 77,403 98,507 174,651 179,835 185,174
Operating Costs 136,289 177,729 120,776 122,760 107,046 38,948 38,948 38,948
Internal Services Used 2,376 4,585 337 448 2,638 3,117 3,117 3,117
Internal Services Recovered (381) (2,854) - (84) (84) (84) (84) (84)
External Recoveries (1,830) (1,723) (1,009) (1,056) (976) (913) (913) (913)
165,753 218,351 189,991 199,471 207,131 215,719 220,903 226,242
Net Operations Total 155,768 208,132 181,787 191,232 198,890 207,440 212,585 217,884
Transfers
To (From) Capital Sources (2,735) (2,899) 2,275 2,275 2,275 2,275 2,275 2,275
To (From) Operating Sources 13,043 (1) - 1,300 1,300 1,300 1,300 1,300
10,308 (2,900) 2,275 3,575 3,575 3,575 3,575 3,575
166,076$ 205,232$ 184,062$ 194,807$ 202,465$ 211,015$ 216,160$ 221,459$
43.31% of General Net
Taxation allocated to
Police
269
(in thousands)
POLICE — DEPARTMENTAL OPERATIONS (COMBINED)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
2020 2021 2021 2022 2023 2024 2025 2026
CITY POLICE SUPPORT SERVICE ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (1,702)$ (1,996)$ (1,277)$ (1,312)$ -$ -$ -$ -$
Transfers from Other Governments (8,226) (8,064) (6,927) (6,927) - - - -
Grants, Donations and Other (57) (147) - - - - - -
(9,985) (10,207) (8,204) (8,239) - - - -
Expenditures
Salaries and Benefits 29,299 27,936 30,546 28,541 14,627 1,858 1,858 1,858
Operating Costs 6,290 7,146 4,358 4,712 2,356 432 432 432
Internal Services Used 2,376 4,201 337 448 280 120 120 120
Internal Services Recovered (381) (292) - (84) (84) (84) (84) (84)
External Recoveries (1,682) (1,361) (1,009) (1,056) (528) - - -
35,902 37,630 34,232 32,561 16,651 2,326 2,326 2,326
Net Operations Total 25,917 27,423 26,028 24,322 16,651 2,326 2,326 2,326
Transfers
To (From) Capital Sources (2,735) (5,174) - - - - - -
To (From) Operating Sources 987 (1) - 1,300 1,300 1,300 1,300 1,300
(1,748) (5,175) - 1,300 1,300 1,300 1,300 1,300
24,169$ 22,248$ 26,028$ 25,622$ 17,951$ 3,626$ 3,626$ 3,626$
2020 2021 2021 2022 2023 2024 2025 2026
RCMP CONTRACT ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ -$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
- - - - - - - -
Expenditures
Salaries and Benefits - - - - - - - -
Operating Costs 129,999 156,043 96,892 96,660 69,043 - - -
Internal Services Used - - - - - - - -
Internal Services Recovered - - - - - - - -
External Recoveries (148) (362) - - - - - -
129,851 155,681 96,892 96,660 69,043 - - -
Net Operations Total 129,851 155,681 96,892 96,660 69,043 - - -
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 12,056 - - - - - - -
12,056 - - - - - - -
141,907$ 155,681$ 96,892$ 96,660$ 69,043$ -$ -$ -$
2020 2021 2021 2022 2023 2024 2025 2026
SURREY POLICE SERVICE ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ (12)$ -$ -$ (1,314)$ (1,352)$ (1,391)$ (1,431)$
Transfers from Other Governments - - - - (6,927) (6,927) (6,927) (6,927)
Grants, Donations and Other - - - - - - - -
- (12) - - (8,241) (8,279) (8,318) (8,358)
Expenditures
Salaries and Benefits - 12,678 39,341 48,862 83,880 172,793 177,977 183,316
Operating Costs - 14,540 19,526 21,388 35,647 38,516 38,516 38,516
Internal Services Used - 384 - - 2,358 2,997 2,997 2,997
Internal Services Recovered - (2,562) - - - - - -
External Recoveries - - - - (448) (913) (913) (913)
- 25,040 58,867 70,250 121,437 213,393 218,577 223,916
Net Operations Total - 25,028 58,867 70,250 113,196 205,114 210,259 215,558
Transfers
To (From) Capital Sources - 2,275 2,275 2,275 2,275 2,275 2,275 2,275
To (From) Operating Sources - - - - - - - -
- 2,275 2,275 2,275 2,275 2,275 2,275 2,275
-$ 27,303$ 61,142$ 72,525$ 115,471$ 207,389$ 212,534$ 217,833$
270
(in thousands)
POLICE — SIGNIFICANT CHANGES (COMBINED)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Police
2021 ADOPTED BUDGET 184,062$
REVENUES
Sale of Goods and Services
Fees ………………………………………… (35)$ (35)
Transfers from Other Governments
Government Grants ………………………………………… - -
Total Change in Revenues (35)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments ………………………………………… 15
Reclass Positions ………………………………………… (1,320)
New Positions ………………………………………… 9,521 8,216
Operating Costs
Various ………………………………………… 1,299
Utilities Adjustments ………………………………………… 12
Contract Services Adjustments ………………………………………… - 1,311
Internal Services Used/(Recovered) - -
External Recoveries (47) (47)
Total Change in Expenditures 9,480
TRANSFERS
To (From) Capital Sources and Operating Sources 1,300 1,300
2022 BUDGET 194,807$
2022 ADOPTED BUDGET 194,807$
REVENUES
Sale of Goods and Services
Increase in Fees ………………………………………… (119)$ (119)
Transfers from Other Governments
Increase in Government Transfers ………………………………………… - -
Total Change in Revenues (119)
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… 107,771 107,771
Operating Costs
Inflationary Increases and Growth ………………………………………… (83,812) (83,812)
Internal Services Used/(Recovered) ………………………………………… 2,669 2,669
External Recoveries ………………………………………… 143 143
Total Change in Expenditures 26,771
TRANSFERS
Transfer To/(From) Own Sources - -
2026 BUDGET 221,459$
271
DEPARTMENTAL FUNCTIONS SURREY PUBLIC LIBRARY
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
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274
DEPARTMENTAL OVERVIEW SURREY PUBLIC LIBRARY
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
MISSION STATEMENT
We connect people, spark curiosity, and inspire learning.
KEY PROGRAMS & SERVICES
Surrey Public Library (“Surrey Libraries”) has ten branches, located in the six town
centres of City Centre, Guildford, Fleetwood, Newton, Cloverdale and South Surrey, as
well as in Clayton, Strawberry Hill, Ocean Park and Port Kells. The Library collects and
loans a wide variety of materials in print, audiovisual, and online formats. It also
offers home delivery service utilizing volunteers to take library materials to people
who cannot visit a physical branch.
Library staff help citizens find information they need in our branch collections, our
online collections, and by referral to other libraries and community organizations.
Patrons can ask questions in person, by phone, or online.
The surreylibraries.ca website provides 24/7 access to the library catalogue, digital
collections, and program information. From the website, patrons can download
eBooks and eAudio books, as well as access a wide selection of online databases and
resources, including articles, courses and streaming media. Partnerships with local
community agencies help to further extend literacy programs beyond the Library’s
walls.
Surrey Libraries offers a wide variety of programs that support literacy, including
storytimes for children, job finding and career workshops, reading clubs for children
and teens, computer literacy and coding classes, services for newcomers, and support
for customers with print disabilities, just to name a few.
Surrey Libraries is a member of the Public Library InterLINK, a federation of 18 library
systems in the Lower Mainland that allows citizens to borrow directly from all partner
libraries and to return materials at their home library branch. The BC OneCard
program allows Surrey residents to borrow materials directly from other participating
public libraries from across BC when they are travelling.
Staff at Semiahmoo branch showing support for survivors of residential schools
275
SURREY PUBLIC LIBRARY
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
The department’s budgetary divisions include:
• Continued to provide online
programming and curbside pick-up
service;
• Offered space for unsheltered and
unhoused to access library facilities
during extreme weather (heat domes
and cold spell); and
• Transitioned the COVID-19 Safety Plan
to a Communicable Disease Safety
Plan.
ADMINISTRATIVE SERVICES
Administrative Services manages the
physical spaces, as well as the finance,
human resources and information
technology functions of the Library
system, ensuring day-to-day service
requirements are met. This division also
manages the Library’s image and raises
awareness and funds to support and
enhance its community services.
PUBLIC SERVICES
Public Services manages the borrowing
and information services offered in
branches and online, and plans,
promotes, and delivers a wide variety of
programs. This division also acquires
and manages the print and electronic
collections that suit the needs of
Surrey’s diverse community.
2021 ACCOMPLISHMENTS
• Presented cross-cultural workshops to community
partners;
• Created a Happy Pride video and promoted
LGBTQ2SIA+ through booklists and displays;
• Offered library services and literacy skills to Surrey’s
vulnerable and newcomer populations through
outreach programs, reduced barrier access cards,
online programming, and Internet only user passes;
and
• Hosted Indigenous authors and storytellers
for children online, provided Indigenous
cultural training to staff and Trustees, and closed branches on September 30th to
commemorate the National Day for Truth and Reconciliation.
PUBLIC SAFETY
Celebration of Pride month in June
INCLUSION
276
SURREY PUBLIC LIBRARY
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
ECONOMIC PROSPERITY & LIVELIHOODS
EDUCATION & CULTURE
• Launched Start with Stories, an early literacy instruction video series for
caregivers founded on research featuring the 5 pillars of early literacy: singing,
talking, reading, playing, and writing;
• Offered Outdoor Storytimes at five branches to support early literacy and
engagement before library branches were able to provide indoor programs;
• Added new online resources including Beanstack reading tracker app, O’Reilly
eBooks and videos, Solaro education supports, and Proquest BC Historical
Newspapers; and
• Added 90 Dash Robotic Kits to the collection which provide engaging ways for
children to learn coding, STEM learning, and support digital literacy.
• Welcomed 16,435 new
library members;
• Updated the Facilities
Master Plan;
• Officially opened the
Clayton branch of Surrey
Libraries; and
• Commenced minor
renovations at Ocean Park
branch.
• Helped citizens improve digital literacy
skills with training in branches and
online;
• Provided programs to support
skill-building, resume writing, and job
seeking; and
• Provided access to online courses
from LinkedIn Learning, Learning
Express, Kanopy Great Courses, and
offered access to Cypress Resume.
INFRASTRUCTURE
A young patron enjoying a Dash Robot
Surrey Libraries—Clayton Branch, Children’s Section
277
SURREY PUBLIC LIBRARY
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
FUTURE INITIATIVES, GOALS & OBJECTIVES
• Grow understanding of Indigenous
history and culture to aid
Reconciliation;
• Conduct Diversity, Equity, and
Inclusion initiatives and training; and
• Improve newcomer integration and
strengthen outreach to priority
populations.
• Maintain service to Surrey’s vulnerable and newcomer populations with current
levels of outreach programming, in-library programs of relevance, and promotions
of Access Cards.
• Continue adult programming
supporting entrepreneurs, job seekers,
and employment skills development;
and
• Permanently eliminate fines on
overdue materials.
• Increase engagement with middle
years children with programming
such as STEM and expanded author
readings; and
• Support digital literacy development.
PUBLIC SAFETY
EDUCATION & CULTURE
ECONOMIC PROSPERITY & LIVELIHOODS
INCLUSION
Outdoor Story Time at Fleetwood branch
278
SURREY PUBLIC LIBRARY
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
PERFORMANCE MEASURES
The following table identifies key performance measures that will help the Libraries
track progress and monitor towards building a sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2022 2023 2024 2025 2026
Public
Services
# of visits made to library
locations and library
website
(Inclusion/Health &
Wellness)
3.20M 3.35M 3.65M 4.00M 4.50M 5.00M
# of transactions
completed using the
Library’s materials
collection
(Education & Culture)
3.93M 4.20M 4.30M 4.40M 4.50M 4.50M
# of enrolments in
Summer Reading Club
and other literacy
programs
(Education & Culture)
92,385 83,500 138,500 166,000 180,200 188,600
Administrative
Services
# of online access points
available on library
premises
(Inclusion)
273 279 285 291 297 303
% of new customers
signed up on email
notification
(Ecosystems)
78% 79% 80% 81% 82% 82%
Budget
2021
3.50M
3.00M
78,000
284
81%
• Adding eight additional self-checkout
units across the branches to improve
service;
• Refresh City Centre branch with minor
capital renovations; and
• Evaluate spaces at branches to plan
for optimum use, including review of
service points, office, and meeting
spaces.
INFRASTRUCTURE
279
SURREY PUBLIC LIBRARY—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Administration 650$ 1,371$ 819$ 819$ 824$ 829$ 834$ 839$
Public Service 13,428 18,002 18,554 18,935 18,989 19,044 19,098 19,153
14,078$ 19,373$ 19,373$ 19,754$ 19,813$ 19,873$ 19,932$ 19,992$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (82)$ (140)$ (290)$ (290)$ (290)$ (290)$ (290)$ (290)$
Transfers from Other Governments (1,004) (1,008) (983) (983) (983) (983) (983) (983)
Grants, Donations and Other (155) (44) (369) (113) (113) (113) (113) (113)
(1,241) (1,192) (1,642) (1,386) (1,386) (1,386) (1,386) (1,386)
Expenditures
Salaries and Benefits 11,433 14,518 17,042 17,042 17,042 17,042 17,042 17,042
Operating Costs 3,540 5,334 3,511 3,633 3,693 3,753 3,813 3,873
Internal Services Used 382 641 462 465 464 464 463 463
Internal Services Recovered (1) - - - - - - -
External Recoveries (68) (2) - - - - - -
15,286 20,491 21,015 21,140 21,199 21,259 21,318 21,378
Net Operations Total 14,045 19,299 19,373 19,754 19,813 19,873 19,932 19,992
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 33 74 - - - - - -
33 74 - - - - - -
14,078$ 19,373$ 19,373$ 19,754$ 19,813$ 19,873$ 19,932$ 19,992$
4.39% of General Net
Taxation allocated to
Surrey Public Library
280
SURREY PUBLIC LIBRARY—DEPARTMENTAL OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
2020 2021 2021 2022 2023 2024 2025 2026
ADMINISTRATION ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services -$ (4)$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments (1,004) (1,008) (983) (983) (983) (983) (983) (983)
Grants, Donations and Other (63) (13) - - - - - -
(1,067) (1,025) (983) (983) (983) (983) (983) (983)
Expenditures
Salaries and Benefits 1,426 1,455 1,501 1,501 1,501 1,501 1,501 1,501
Operating Costs 239 683 256 256 261 266 271 276
Internal Services Used 23 81 45 45 45 45 45 45
Internal Services Recovered (1) - - - - - - -
External Recoveries (3) (1) - - - - - -
1,684 2,218 1,802 1,802 1,807 1,812 1,817 1,822
Net Operations Total 617 1,193 819 819 824 829 834 839
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources 33 178 - - - - - -
33 178 - - - - - -
650$ 1,371$ 819$ 819$ 824$ 829$ 834$ 839$
2020 2021 2021 2022 2023 2024 2025 2026
PUBLIC SERVICE ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Revenues
Sale of Goods and Services (82)$ (136)$ (290)$ (290)$ (290)$ (290)$ (290)$ (290)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (92) (31) (369) (113) (113) (113) (113) (113)
(174) (167) (659) (403) (403) (403) (403) (403)
Expenditures
Salaries and Benefits 10,007 13,063 15,541 15,541 15,541 15,541 15,541 15,541
Operating Costs 3,301 4,651 3,255 3,377 3,432 3,487 3,542 3,597
Internal Services Used 359 560 417 420 419 419 418 418
Internal Services Recovered - - - - - - - -
External Recoveries (65) (1) - - - - - -
13,602 18,273 19,213 19,338 19,392 19,447 19,501 19,556
Net Operations Total 13,428 18,106 18,554 18,935 18,989 19,044 19,098 19,153
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - (104) - - - - - -
- - - - - - - -
13,428$ 18,002$ 18,554$ 18,935$ 18,989$ 19,044$ 19,098$ 19,153$
281
SURREY PUBLIC LIBRARY—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | General Operating Fund | Library
2021 ADOPTED BUDGET 19,373$
REVENUES
Sales and Services
Fees ………………………………………… -$ -
Grants, Donations and Other
Fines and Grants ………………………………………… 256 256
Total Change in Revenues 256
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments ………………………………………… -
Reclassed Positions ………………………………………… -
New Positions/New Facilities ………………………………………… - -
Operating Costs
Various operating (maintenance, supplies, etc.) ………………………………………… 20
Utilities (incl. Hydro, Gas, & Waste Mgmt) ………………………………………… 8
Contract Increases/New Facilities ………………………………………… 94 122
Internal Services Used/(Recovered) 3 3
External Recoveries - -
Transfer From/(To) Own Sources - -
Total Change in Expenditures 125
2022 BUDGET 19,754$
2022 ADOPTED BUDGET 19,754$
REVENUES -$ -
EXPENDITURES
Salaries/Wages & Benefits
Salary Adjustments and Growth ………………………………………… - -
Operating Costs
Inflationary Increases and Growth ………………………………………… 240 240
Internal Services Used/(Recovered) (2) (2)
External Recoveries - -
Transfer From/(To) Own Sources - -
Total Change in Expenditures 238
2026 BUDGET 19,992$
282
UTILITIES OPERATING OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Utilities Operating
The City of Surrey operates 7 public utilities:
• Drainage
• Parking
• Roads & Traffic Safety
• Sewer
• Solid Waste
• Surrey City Energy
• Water
The utilities operate under their respective Council approved fiscal policies. The
proposed budgets for the utilities reflect the strategic directions and initiatives
identified in their 10-Year Servicing Plans.
The approved 2022 budgets are intended to improve the results of the various
financial indicators defined under each utility’s goals.
Exterior of District Energy Building
284
UTILITIES OPERATING FINANCIAL SUMMARY (in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Levy/Parcel Tax 70,059$ 71,892$ 71,816$ 73,053$ 74,913$ 76,835$ 78,821$ 80,875$
Grants in Lieu 1,109 1,139 997 1,117 1,128 1,139 1,150 1,161
Special Assessment 959 949 487 511 420 442 452 474
Taxation 72,127 73,980 73,300 74,681 76,461 78,416 80,423 82,510
Sale of Goods and Services 200,811 213,092 207,215 220,857 243,515 270,748 304,050 352,522
Developer Contributions 922 320 740 1,108 1,125 1,142 1,160 1,178
Investment Income 915 318 496 260 467 701 984 1,333
Transfers from Other Governments 6,059 7,767 6,674 7,211 7,347 7,486 7,628 7,773
Penalties and Interest 1,497 1,705 1,501 1,574 1,589 1,606 1,623 1,640
Grants, Donations and Other 2,959 3,060 2,540 2,804 2,964 3,083 3,209 3,342
Other Revenue 4,456 4,765 4,041 4,378 4,553 4,689 4,832 4,982
TOTAL REVENUE 285,290$ 300,242$ 292,466$ 308,495$ 333,468$ 363,182$ 399,077$ 450,298$
EXPENDITURE SUMMARY
Operational Expenditures 211,655$ 222,183$ 218,745$ 234,497$ 255,576$ 278,564$ 305,352$ 346,568$
Debt Interest 1,814 1,770 1,770 1,724 1,675 1,623 1,569 1,513
Debt Principal 844 888 888 935 983 1,035 1,089 1,146
TOTAL EXPENDITURE 214,313$ 224,841$ 221,403$ 237,156$ 258,234$ 281,222$ 308,010$ 349,227$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 57,693 67,435 57,177 55,044 58,843 64,135 70,536 76,385
Transfers To/(From) Operating Sources 13,284 7,966 13,886 16,295 16,391 17,825 20,531 24,686
TOTAL TRANSFERS 70,977$ 75,401$ 71,063$ 71,339$ 75,234$ 81,960$ 91,067$ 101,071$
TOTAL UTILITIES OPERATING -$ -$ -$ -$ -$ -$ -$ -$
285
FINANCIAL SUMMARY—DEPARTMENTAL PROGRAM SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating
2020 2021 2021 2022 2023 2024 2025 2026
NET PROGRAMS ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Drainage Operating 8,734$ 12,589$ 13,565$ 14,243$ 14,431$ 14,583$ 14,882$ 15,185$
Parking Authority (2,185) (2,399) (2,737) (1,677) (2,004) (2,009) (2,018) (2,028)
Roads & Traffic Safety Operating 16,712 23,128 24,995 26,720 27,146 27,622 28,101 28,587
Sewer Operating (6,576) (7,764) (2,057) (6,186) (9,589) (13,831) (19,667) (25,610)
Solid Waste Operating (9,589) (10,002) (10,381) (9,646) (8,396) (8,847) (9,352) (9,915)
Surrey City Energy (503) (873) (982) (1,645) (2,430) (3,134) (3,731) (5,047)
Water Operating (13,319) (18,143) (17,832) (17,346) (17,508) (17,137) (17,750) (18,241)
(6,726)$ (3,464)$ 4,571$ 4,463$ 1,650$ (2,753)$ (9,535)$ (17,069)$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (200,811)$ (213,092)$ (207,215)$ (220,857)$ (243,515)$ (270,748)$ (304,050)$ (352,522)$
Transfers from Other Governments (6,059) (7,767) (6,674) (7,211) (7,347) (7,486) (7,628) (7,773)
Grants, Donations and Other (2,959) (3,060) (2,540) (2,804) (2,964) (3,083) (3,209) (3,342)
(209,829) (223,919) (216,429) (230,872) (253,826) (281,317) (314,887) (363,637)
Expenditures
Salaries and Benefits 7,702 7,823 8,985 10,860 11,078 11,301 11,527 11,757
Operating Costs 171,192 180,719 177,305 191,603 212,115 234,452 260,366 300,692
Internal Services Used 51,757 51,096 52,369 44,365 44,959 45,626 46,532 47,456
Internal Services Recovered (15,845) (15,634) (16,622) (9,090) (9,272) (9,445) (9,633) (9,827)
External Recoveries (3,151) (1,821) (3,292) (3,241) (3,304) (3,370) (3,440) (3,510)
211,655 222,183 218,745 234,497 255,576 278,564 305,352 346,568
Net Operations Total 1,826 (1,736) 2,316 3,625 1,750 (2,753) (9,535) (17,069)
Transfers
To (From) Capital Sources (9,809) (1,732) 2,255 838 (100) - - -
To (From) Operating Sources 1,257 4 - - - - - -
(8,552) (1,728) 2,255 838 (100) - - -
(6,726)$ (3,464)$ 4,571$ 4,463$ 1,650$ (2,753)$ (9,535)$ (17,069)$
286
UTILITY OVERVIEW DRAINAGE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
MISSION STATEMENT
To provide engineering services for the City’s drainage and environmental systems to
support the building of a healthy, sustainable community.
KEY PROGRAMS AND SERVICES
The Drainage Utility’s primary responsibility, in partnership with the Operations
Division, is to manage the City’s stormwater runoff and flood control systems.
The Drainage Utility plans, designs and constructs drainage infrastructure;
implements erosion and sediment control measures; manages soil deposition and
extraction; controls coastal and lowland flooding; and undertakes initiatives in support
of the region’s Integrated Liquid Waste Resource Management Plan.
Due to the intrinsic link between drainage systems and natural watercourses, the
Drainage Utility also funds environmental works related to stream corridors, water
quality, contaminated sites, terrestrial habitat and biodiversity.
Some of the key programs administered by the
Utility include:
• Salmon Habitat Restoration Program
(“SHaRP”);
• Boundary Bay Ambient Monitoring
Program;
• Integrated Storm Water Management
Plans;
• Coastal Flood Adaptation Strategy;
• Safe and cost effective drainage services;
and
• Adaptive plans based on evidence-based monitoring.
INCLUSION
2021 ACCOMPLISHMENTS
• The 2021 SHaRP season employed 14 students who invested over 3,900 hours to
enhance Surrey’s streams and riparian areas. This year’s program had an ambitious
workplan to deliver projects that resulted in direct improvements to instream fish
habitats through the creation of 22 rock weirs and hand placement of over 36 cubic
metres of spawning gravels across three watersheds. While the program’s outreach
campaigns were again adjusted in 2021 to ensure the safety of all in light of the
on-going COVID-19 pandemic, the team turned their efforts toward social media
platforms and delivered four educational videos, an Instagram takeover series and
20 program posts resulting in the online engagement of over 20,500 people.
2021 SHaRP Outreach Booth
288
DRAINAGE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
• Actively participated in the Fraser
Basin Council Regional Flood Strategy
which included participation assisting
with four different expert panels to
help the coordination of larger
funding sources for flood mitigation;
• Installed and activated 2 ocean
monitoring stations in collaboration
with Fisheries and Oceans Canada and
the Canadian Coast Guard to monitor
wave and wind action on Surrey’s
coastal areas;
• Participated with Natural
Resources Canada on
monitoring green shore
technologies in the aim of
writing guidance documents
for others looking at
constructing with nature based
materials;
• Collaborated with Operations staff
and emergency services personnel to
respond to the Atmospheric River
event that occurred in November
2021, during which over 150mm of
rain fell on the City over a 48 hour
period; and
• Advanced implementation of the
Coastal Flood Adaptation Strategy,
which directs initiatives for
planning and construction to be
resilient for climate change;
• Continued First Nations engagement
related to Disaster Mitigation and
Adaptation (“DMAF”) projects;
• Assisted with the development
of the sustainable, compact and
vibrant development of our
urban areas;
• Improved drainage service to the older
areas of Surrey to reduce flooding
impacts (East Bon Accord, Robson and
Crescent Beach);
• Implemented recommendations from
various ISMP throughout the City to
reduce flooding and creek erosion; and
• Worked with other City departments
on Fraser River freshet
preparedness, monitoring and
community engagement to enable
the City to respond effectively during
the 2021 freshet season.
PUBLIC SAFETY
BUILT ENVIRONMENT & NEIGHBOURHOODS
Flooding during November 2021 Atmospheric
River Event
289
DRAINAGE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
• Advanced environmental assessment
for the DMAF living dyke project;
• Implemented the second cycle of
Water Quality Monitoring for the
Adaptive Management Framework;
• Implemented the thirteenth year
of the Boundary Bay Assessment
and Monitoring Program to
collect data that is needed for
Integrated Storm Management
Plans;
• Implemented a Biodiversity
Conservation Strategy (“BCS”) Green
Infrastructure Network (“GIN”)
Development Cost Charge (”DCC”),
embedded in the Parkland Acquisition
DCC rate, as the funding mechanism
for BCS GIN acquisitions in the City;
and
• Incorporated BCS objectives in
Engineering Capital Works.
• Conducted repairs to the Fry’s
Corner Pump Station, including
pressure grouting and flood box
replacements, to maintain dyke
integrity and pump station
functionality;
• Implemented the Inspection
Chamber Lid replacement
program;
• Advanced the designs of multiple
DMAF projects for flood protection
and coastal resiliency to augment
the City’s drainage capital projects
to build the necessary
infrastructure for costal resilience;
• Met with the Federal Department of
Fisheries and Oceans as well as
Provincial Forest Lands Natural
Resource Operations and Rural
Development staff annually to promote
relationships and facilitate the
administration of City Capital Projects
through Regulation; and
• With agreement from Provincial Forest
Lands Natural Resource Operations
and Rural Development staff,
developed a pilot Water Sustainability
Act (“WSA”) ‘blanket’ Notification to
expedite and streamline
environmental approvals of
conveyance management in urbanized
lowland areas including the
Bridgeview Area, as well as a
City-wide WSA notification to address
beaver dams.
ECOSYSTEMS
INFRASTRUCTURE
• Engineering Operations deployed
approximately 150 staff to manage the
City’s infrastructure, address flooded
areas and optimize the City’s 28
drainage pump stations.
Flooding during November 2021
Atmospheric River Event
290
DRAINAGE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
• Work with Port Metro Vancouver/
Fraser Surrey docks on a coordinated
flood response and long-term flood
protection plan for the west end of the
Fraser River;
• Completed a ravine assessment of all
ravines in Surrey highlighting areas of
potential risk to public safety;
ECONOMIC PROSPERITY & LIVELIHOODS
EDUCATION & CULTURE
• Participated in ongoing
environmental stewardship by
overseeing and assisting Parks in
managing the P-15 Habitat
replacement program for riparian
enhancement; and
• Continued research on salmonid
spawner presence and young
salmonids in watercourses with
limited documentation to support
Surrey’s Watercourse
Classification mapping updates to
ensure protection of salmonids in
our fisheries sensitive streams.
• Improved drainage in agricultural
areas through ditch maintenance and
cleaning to reduce the frequency of
flooding of farm lands; and
• Reviewed the current Lowland Flood
Control Strategy in terms of completed
works and those still required in order
to prioritize future works in the
Lowlands and inform future initiatives.
FUTURE INITIATIVES, GOALS & INITIATIVES
INCLUSION
• Advance the design of the Living Dyke
project with the Living Dyke steering
committee acting as project advisors.
Committee is comprised of various
levels of government, NGOs, special
interest groups and First Nations; and
• Work with the Boundary Bay Living
Dike Roundtable regarding foreshore
enhancements.
PUBLIC SAFETY Storm Drain Marking Program
291
DRAINAGE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
• Continue to draft an update to the
Erosion and Sediment Control Bylaw
to bring about a formal update of the
Bylaw in 2022. The ESC Bylaw update
will modernize the Bylaw to better
enable compliance by builders and
reduce sediment deposition in our
watercourses. An online reporting
tool is being developed to be released
in 2022; and
• Continue to facilitate citizen science to
monitor watercourses for water
quality and to identify salmonid
spawners areas and fish presence.
• Initiate foreshore enhancements,
Living Dyke concept associated with
DMAF; • Improve flood protection through
upgrading the Colebrook and Fraser
River dyke systems;
• Advance discussions with the City of
Delta on a joint municipal drainage
servicing agreement; and
• Work with the City of Langley and
Township of Langley to address
current and future floodplain
conditions in the Upper Nicomekl
River area.
ECOSYSTEMS
INFRASTRUCTURE
• Complete the design of the D1 and S1
pilot project sites for the Living Dyke
project;
• Participate with NRCAN on
monitoring green shore technologies
in the aim of writing guidance
documents for others looking at
constructing with nature based
materials inspections to the Province;
• Continue the Rapid Pipe Condition
Assessment Program contract,
leveraging innovative sewer
inspection technology for efficient
and proper condition assessments;
• Prepare a comprehensive application
package for the 2022 intake of Federal
DMAF funding for coastal flood
protection and resiliency (DMAF 2.0);
Continue to implement the Inspection
Chamber Lid replacement program;
Flood Box Replacement at Fry’s Corner Pump Station.
292
DRAINAGE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
ECONOMIC PROSPERITY & LIVELIHOODS
• Update the Soil Conservation and
Protection bylaw to align with
complimentary City bylaws and
provide further clarity on soil deposit
and removal processes and
requirements;
• Improve drainage in agricultural areas
through construction of new pump
stations and low-level pumps
(Colebrook);
• Improve lowland flood resiliency
by advancing the design of dyke
upgrades for the Serpentine and Nicomekl dykes; and
• Complete the raising of all
lowland spillways to their final
elevations to provide improved
protection and productivity for
the farming community.
• Develop a strategy to revise our
design criteria requirements in
response to changing rainfall
patterns;
• Continue dyking improvements along
the Colebrook Dyke from BNSF Rail to
Highway 99 to improve the protection
for the Colebrook area from coastal
storm surges;
• Update Integrated Stormwater
Management Plans based on best
available science, adaptive
management findings and climate
change predictions;
• Complete the update of the Lowlands
Flood Control Strategy to guide future
improvements in the Serpentine and
Nicomekl lowlands; and
• Continue to liaise with Federal and
Provincial Regulators to allow the
timely approval/authorization of
projects and to complete fisheries
habitat compensation projects.
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Continue to advance the early
planning recommendations from the
approved Coastal Flood Adaptation
Strategy, including:
• Development of a coastal monitoring
system;
• Collaborate with Planning
department on changes to the
current OCP, Hazard Area
Development Permit guidelines
and possible other bylaws to
address the flood risk potential to
residents; and
• Improve drainage service to the older
areas of Surrey to reduce flooding.
293
DRAINAGE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
The following table identifies the key performance measure that will assist the
Drainage Utility in tracking its progress and monitoring its contribution to building a
sustainable Surrey.
PERFORMANCE MEASURES
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Drainage
Utility
% of Drainage Mains video
inspected
(Built Environment &
Infrastructure)
28% 28% 36% 44% 52% 60% 68%
% of Drainage Manholes
inspected
(Built Environment &
Infrastructure)
31% 31% 39% 47% 55% 63% 71%
Length of Drainage Mains
renewed or replaced
(Infrastructure)
2,012 2,000 2,000 2,000 2,000 2,000 2,000
Number of Soil Site inspections
(Infrastructure) 177 260 250 250 250 250 250
% of Long-Term Monitoring Site
finalized and accepted by
regulators as complete
(Built Environment &
Infrastructure)
37% 20% 20% 20% 20% 20% 20%
294
DRAINAGE—FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Drainage Parcel Tax 40,639$ 41,737$ 42,013$ 42,937$ 44,496$ 46,114$ 47,793$ 49,537$
Special Assessment 19 25 27 27 27 27 27 27
Taxation 40,658 41,762 42,040 42,964 44,523 46,141 47,820 49,564
Developer Contributions 79 58 234 175 175 175 175 175
Investment Income 46 27 56 34 84 161 279 443
Transfers from Other Governments 213 165 - 266 266 266 266 266
Other Revenue 163 190 150 160 162 164 166 168
TOTAL REVENUE 41,208$ 42,204$ 42,480$ 43,599$ 45,210$ 46,907$ 48,706$ 50,616$
EXPENDITURE SUMMARY
Operational Expenditures 13,153$ 13,576$ 13,515$ 14,469$ 14,759$ 15,013$ 15,314$ 15,619$
TOTAL EXPENDITURE 13,153$ 13,576$ 13,515$ 14,469$ 14,759$ 15,013$ 15,314$ 15,619$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 17,147$ 18,804$ 12,989$ 14,177$ 17,956$ 21,686$ 25,699$ 27,051$
Transfers To/(From) Operating Sources 10,908 9,824 15,976 14,953 12,495 10,208 7,693 7,946
TOTAL TRANSFERS 28,055$ 28,628$ 28,965$ 29,130$ 30,451$ 31,894$ 33,392$ 34,997$
Surplus/(Deficit) -$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
NET DRAINAGE -$ -$ -$ -$ -$ -$ -$ -$
Drainage Operations 50.5%
Capital 49.5%
295
DRAINAGE—UTILITY OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Drainage Utility 8,734$ 12,589$ 13,565$ 14,243$ 14,431$ 14,583$ 14,882$ 15,185$
8,734$ 12,589$ 13,565$ 14,243$ 14,431$ 14,583$ 14,882$ 15,185$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (49)$ (2)$ -$ -$ -$ -$ -$ -$
Transfers from Other Governments (213) (165) - (266) (266) (266) (266) (266)
Grants, Donations and Other (163) (190) (150) (160) (162) (164) (166) (168)
(425) (357) (150) (426) (428) (430) (432) (434)
Expenditures
Salaries and Benefits - - - 1,132 1,155 1,179 1,203 1,227
Operating Costs 5,467 5,973 6,776 7,741 7,897 8,055 8,217 8,381
Internal Services Used 7,875 7,805 6,760 5,836 5,952 6,029 6,149 6,272
Internal Services Recovered (175) (197) - (240) (245) (250) (255) (261)
External Recoveries (14) (5) (21) - - - - -
13,153 13,576 13,515 14,469 14,759 15,013 15,314 15,619
Net Operations Total 12,728 13,219 13,365 14,043 14,331 14,583 14,882 15,185
Transfers
To (From) Capital Sources (3,937) (603) 200 200 100 - - -
To (From) Operating Sources (57) (27) - - - - - -
(3,994) (630) 200 200 100 - - -
8,734$ 12,589$ 13,565$ 14,243$ 14,431$ 14,583$ 14,882$ 15,185$
0
2,500
5,000
7,500
10,000
12,500
15,000
17,500
2020 Actual 2021 Actual 2021 Budget 2022 Budget
Drainage Departmental Operations($ 000's)
Revenues
Expenses
296
DRAINAGE—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
REVENUES
2021 ADOPTED BUDGET 42,480$
Taxation ……………………………. 924$
Developer Contributions ……………………………. (59)
Investment Income ……………………………. (22)
Transfers from Other Governments ……………………………. 266
Other Revenues ……………………………. 10
Total Change in Revenue 1,119
2021 REVENUE BUDGET 43,599$
EXPENDITURES
2021 ADOPTED BUDGET 42,480$
Expenditures
Salaries and Benefits ……………………………. 1,132
Operating Costs ……………………………. 965
Internal Services Used (924)
Internal Services Recovered (240)
External Recoveries ……………………………. 21 954
Transfers To/(From) Capital Sources
Change in Non-Growth Capital Contributions ……………………………. -
Change in DCC Contributions (Municipal Assist Factor) 34
Change in Contributions to/from Reserves ……………………………. 1,154 1,188
Transfers To/(From) Operating Sources
Change in Contribution to Operating Fund ……………………………. (1,023) (1,023)
Total Change in Expenditures 1,119
2022 EXPENDITURE BUDGET 43,599$
2022 BUDGET -$
REVENUES
2022 ADOPTED BUDGET 43,599$
Utility Revenue Change due to Rate, Growth & Adjustmen……………………………. 7,017$ 7,017
2026 REVENUE BUDGET 50,616$
EXPENDITURES
2022 ADOPTED BUDGET 43,599$
Change in Operations ……………………………. 1,150 1,150
TRANSFERS
Change in Transfers To/(From) Capital Sources ……………………………. 12,874
Change in Transfers To/(From) Operating Sources ……………………………. (7,007) 5,867
2026 EXPENDITURE BUDGET 50,616
2026 BUDGET -$
297
DRAINAGE BYLAW, 2021, NO. 20488
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
298
DRAINAGE BYLAW, 2021, NO. 20488
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Drainage
CITY OF SURREY
Bylaw 20488 Schedule 1
Drainage Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Other Property Value Taxes 27,000$ 27,000$ 27,000$ 27,000$ 27,000$
Revenues from Property Value Taxes 27,000 27,000 27,000 27,000 27,000
Utilities - Drainage Parcel Tax 42,937,000 44,496,000 46,114,000 47,793,000 49,537,000
Revenues from Parcel Taxes 42,937,000 44,496,000 46,114,000 47,793,000 49,537,000
Taxation Revenues 42,964,000 44,523,000 46,141,000 47,820,000 49,564,000
Developer Contributions 175,000 175,000 175,000 175,000 175,000
Investment Income 34,000 84,000 161,000 279,000 443,000
Transfers from Other Governments 266,000 266,000 266,000 266,000 266,000
Other Revenue 160,000 162,000 164,000 166,000 168,000
Revenues from Other Sources 635,000 687,000 766,000 886,000 1,052,000
TOTAL FUNDING SOURCES 43,599,000$ 45,210,000$ 46,907,000$ 48,706,000$ 50,616,000$
PROPOSED EXPENDITURES
Drainage Expenditures 14,469,000 14,759,000 15,013,000 15,314,000 15,619,000
TOTAL EXPENDITURES 14,469,000$ 14,759,000$ 15,013,000$ 15,314,000$ 15,619,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds 13,977,000 17,856,000 21,686,000 25,699,000 27,051,000
Transfers To/(From) Reserve Funds 200,000 100,000 - - -
Transfers To/(From) Capital Sources 14,177,000$ 17,956,000$ 21,686,000$ 25,699,000$ 27,051,000$
Transfers To/(From) Operating Sources 14,953,000$ 12,495,000$ 10,208,000$ 7,693,000$ 7,946,000$
TOTAL TRANSFERS BETWEEN SOURCES 29,130,000$ 30,451,000$ 31,894,000$ 33,392,000$ 34,997,000$
BALANCED BUDGET -$ -$ -$ -$ -$
299
UTILITY OVERVIEW PARKING AUTHORITY
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
MISSION STATEMENT
To provide a range of parking options and choices for resident, business and transit
needs, and effectively manage the demand for on and off-street parking facilities in an
innovative and cost effective manner. As well, to develop policy and infrastructure
support of new mobility technologies such as Electric Vehicles, Automated Vehicles,
and micro-mobility options.
KEY PROGRAM AND SERVICES
The Parking Authority Utility is a self-funded program that involves planning,
managing and regulating the City’s on and off-street parking assets, employing
leading edge technologies such as license plate recognition and mobile payment
options. All aspects of parking are handled through this team including the
development of parking standards, parking signage, pay parking, parking lot
enforcement, and the City’s Electric Vehicle (“EV”) charging network.
This section also administers the contracts that provide transit shelters, bus benches
and digital media signs, all of which generate revenue to support transportation
infrastructure throughout the City.
ECOSYSTEMS
• Added ten public Level 2 EV charging
ports at various community facilities
to improve access to charging for EV
owners and encourage faster adoption
of EV’s in Surrey, using funding in part
from Clean BC EV Infrastructure
program;
• Added the province’s first 100KW DC
Fast Charger in Cloverdale, in
partnership with BC Hydro, to
improve access to charging for EV
owners and encourage faster
adoption of EV’s in Surrey;
• Received federal and provincial
funding for expansion of public EV
charging network, to a value of
$250,184;
• Installed two 62.5KW Level 3 EV fast
chargers at City Hall, funded in part by
grant from NRCAN Zero Emission
Vehicle Infrastructure Program;
• Installed one 62.5KW Level 3 EV fast
charger at Fraser Heights Recreation
Centre, funded in part by grant from
NRCAN Zero Emission Vehicle
Infrastructure Program; and
• Completed and published EV Strategy,
which sets the long-range plan for the
City to have the largest municipal EV
charging network.
2021 ACCOMPLISHMENTS
302
PARKING AUTHORITY
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
FUTURE INITIATIVES, GOALS & OBJECTIVES
ECONOMIC PROSPERITY & LIVELIHOODS
ECOSYSTEMS
• Implement Action Plan for multi-year
City-wide Electric Vehicle Strategy to
assist with achieving the City's climate
targets; and
• Utilize 2023-2025 funding tranches
for EV charging network build-out
under Clean BC/Infrastructure
Canada grant program.
• Implement EV User fees for public EV
charging network;
• Collaborate with Economic
Development and Parks Recreation
and Culture on the Urban Technology
Test Lab initiative, providing a
research and market-testing platform
for new technologies; and
• Explore expansion of developers’
options for payment-in-lieu of
parking, and transportation
demand management options for
future rapid transit corridors.
• Explore Parking Ratio requirements and Transportation Demand Management
(TDM) options for Rapid Transit corridors to support increased transit ridership.
BUILT ENVIRONMENT & NEIGHBOURHOODS
EDUCATION & CULTURE
• Hosted the PlugNDrive mobile electric vehicle experience demonstration event at
Civic Plaza, featuring EV test drives and informational engagement with over 500
visitors.
PlugNDrive Event at Civic Plaza
303
PARKING AUTHORITY
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
PERFORMANCE MEASURES
The following table identifies the key performance measures that will assist the Park-
ing Authority Utility in tracking its progress and monitoring its contribution to build-
ing a sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Parking
Authority Utility
Total # of managed parking
spaces—time/user
restricted, EV Charging, and
pay parking
(Infrastructure)
2,210 2,210 2,210 2,255 2,300 2,345 2,380
Fraser heights L3 Charger
304
PARKING AUTHORITY—FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Sale of Goods and Services 2,533$ 2,560$ 3,126$ 3,109$ 3,468$ 3,500$ 3,533$ 3,565$
Other Revenue 894 959 1,091 72 74 76 78 80
TOTAL REVENUE 3,427$ 3,519$ 4,217$ 3,181$ 3,542$ 3,576$ 3,611$ 3,645$
EXPENDITURE SUMMARY
Operational Expenditures 1,242$ 1,120$ 1,480$ 1,504$ 1,538$ 1,567$ 1,593$ 1,617$
TOTAL EXPENDITURE 1,242$ 1,120$ 1,480$ 1,504$ 1,538$ 1,567$ 1,593$ 1,617$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 532$ 1,118$ 1,456$ 800$ 1,199$ 1,223$ 1,229$ 832$
Transfers To/(From) Operating Sources 1,653 1,281 1,281 877 805 786 789 1,196
TOTAL TRANSFERS 2,185$ 2,399$ 2,737$ 1,677$ 2,004$ 2,009$ 2,018$ 2,028$
NET PARKING AUTHORITY -$ -$ -$ -$ -$ -$ -$ -$
Parking AuthorityOperations 65.3%
Capital 34.7%
305
PARKING AUTHORITY—UTILITY OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
2020 2021 2021 2022 2023 2024 2025 2026
PROGRAM SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Parking Authority (2,185)$ (2,399)$ (2,737)$ (1,677)$ (2,004)$ (2,009)$ (2,018)$ (2,028)$
(2,185)$ (2,399)$ (2,737)$ (1,677)$ (2,004)$ (2,009)$ (2,018)$ (2,028)$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (2,533)$ (2,560)$ (3,126)$ (3,109)$ (3,468)$ (3,500)$ (3,533)$ (3,565)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (894) (959) (1,091) (72) (74) (76) (78) (80)
(3,427) (3,519) (4,217) (3,181) (3,542) (3,576) (3,611) (3,645)
Expenditures
Salaries and Benefits 582 584 761 742 757 772 787 803
Operating Costs 656 549 718 770 789 803 814 822
Internal Services Used 504 421 762 56 57 58 59 60
Internal Services Recovered (500) (434) (761) (64) (65) (66) (67) (68)
External Recoveries - -
1,242 1,120 1,480 1,504 1,538 1,567 1,593 1,617
Net Operations Total (2,185) (2,399) (2,737) (1,677) (2,004) (2,009) (2,018) (2,028)
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
(2,185)$ (2,399)$ (2,737)$ (1,677)$ (2,004)$ (2,009)$ (2,018)$ (2,028)$
0500
1,0001,5002,0002,5003,0003,5004,0004,500
2020 Actual 2021 Actual 2021 Budget 2022 Budget
Parking Authority Operations($ 000's)
Revenues
Expenses
306
PARKING AUTHORITY—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
REVENUES
2021 ADOPTED BUDGET 4,217$
Growth ……………………………. (1,135)$
Increase in Digital Sign Revenues ……………………………. 13
Increase in Bus Bench and Bus Shelter Advertising ……………………………. 86
Total Change in Revenue (1,036)
2022 REVENUE BUDGET 3,181$
EXPENDITURES
2021 ADOPTED BUDGET 4,217$
Expenditures
Salaries/Wages & Benefits
Salary Rate and Range Increase ……………………………. (19) (19)
Operating Costs
Increase in Service Levels ……………………………. 52 52
Internal Services Used ……………………………. (706) (706)
Internal Services Recovered ……………………………. 697 697
External Recoveries ……………………………. - -
Transfers To/(From) Capital Sources
Parkade & Equipment Repayments ……………………………. (656) (656)
Transfers To/(From) Operating Sources
Transfers To General Operating ……………………………. (404) (404)
Total Change in Expenditures (1,036)
2022 EXPENDITURE BUDGET 3,181$
2022 BUDGET -$
REVENUES
2022 ADOPTED BUDGET 3,181$
Increase Due to Rate and Growth ……………………………. 464$ 464
2026 REVENUE BUDGET 3,645$
EXPENDITURES
2022 ADOPTED BUDGET 3,181$
Increase to Maintenance & Operations ……………………………. 113 113
TRANSFERS
Parkade and Equipment Repayments ……………………………. 32
Transfers To/(From) Operating Sources ……………………………. 319 351
2026 EXPENDITURE BUDGET 3,645$
2026 BUDGET -$
307
PARKING AUTHORITY BYLAW, 2021, NO. 20492
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
308
PARKING AUTHORITY BYLAW, 2021, NO. 20492
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Parking
CITY OF SURREY
Bylaw 20492 Schedule 1
Parking Authority Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Utilities Fees & Charges 3,109,000 3,468,000 3,500,000 3,533,000 3,565,000
Revenues from Fees 3,109,000 3,468,000 3,500,000 3,533,000 3,565,000
Other Revenue 72,000 74,000 76,000 78,000 80,000
Revenues from Other Sources 72,000 74,000 76,000 78,000 80,000
TOTAL FUNDING SOURCES 3,181,000$ 3,542,000$ 3,576,000$ 3,611,000$ 3,645,000$
PROPOSED EXPENDITURES
Engineering Services 1,504,000 1,538,000 1,567,000 1,593,000 1,617,000
TOTAL EXPENDITURES 1,504,000$ 1,538,000$ 1,567,000$ 1,593,000$ 1,617,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Sources 800,000$ 1,199,000$ 1,223,000$ 1,229,000$ 832,000$
Transfers To/(From) Operating Sources 877,000$ 805,000$ 786,000$ 789,000$ 1,196,000$
TOTAL TRANSFERS BETWEEN SOURCES 1,677,000$ 2,004,000$ 2,009,000$ 2,018,000$ 2,028,000$
BALANCED BUDGET -$ -$ -$ -$ -$
309
UTILITY OVERVIEW TRANSPORTATION
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
INCLUSION
2021 ACCOMPLISHMENTS
MISSION STATEMENT
To improve the quality of life for those living, working or recreating in Surrey through
a safe, efficient, equitable and sustainable transportation system where individuals
can choose a variety of modes to travel comfortably and conveniently to their
destination.
KEY PROGRAMS AND SERVICES
Transportation services, which are partially funded through the Roads & Traffic Safety
Utility (Levy), are delivered through the work of three Engineering Department
divisions: the Transportation Division, which plans for current and future
transportation needs and ensures the safe and efficient operation of the system; the
Design & Construction Division, which manages the design and construction of new
infrastructure in a cost effective and environmentally sustainable manner; the
Engineering Operations Division, which maintains the road infrastructure to meet
approved service levels. The City is in the process of updating the Transportation
Strategic Plan which will provide the overarching direction for Transportation in
Surrey. This Plan is supported by several other important plans and initiatives, most
recently, the Electric Mobility Strategy (2021), the upcoming Digital Transportation
Strategy, and the award-winning Vision Zero Surrey . This Utility provides roadway
services ranging from award winning winter maintenance, sweeping and road
repaving, to planning and delivering infrastructure in support of transit, walking,
cycling and automobiles, to improving traffic flow through intelligent transportation
systems, like our highly acclaimed Traffic Management Centre and the Advanced
Traveler Information System (“ATIS”).
• Engaged over 4,100 Surrey Residents, Businesses, and Stakeholders as part of
Surrey Transportation Plan Big Vision, Bold Moves, Phase 3 Engagement. This
included an on-line survey, virtual open houses, and stakeholder focus groups
including the seldom heard. An additional statistical survey was used to validate
the public open survey and received over 1,000 responses.
PUBLIC SAFETY
• Initiated Phase 3 of the School Zone
Awareness Pilot Program, including
installing “SCHOOL” pavement
markings at ten elementary schools
to improve safety around schools;
• Developed, launched and began
implementation of a data driven,
residential speed limit reduction pilot
called Surrey Slow Streets, including
installing nearly 500 signs to improve
road safety;
312
TRANSPORTATION
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
ECONOMIC PROSPERITY & LIVELIHOODS
EDUCATION & CULTURE
• Completed road safety audit of high
collision intersections along King
George Boulevard and Scott Road
Corridor;
• Developed an enhanced collision
dashboard to allow citizens open and
comprehensive access to collision
locations across the City;
• Maintained a median response time
(the time required for a TMC operator
to acknowledge a collision alert) of 30
seconds for motor vehicle collision
alerts;
• Constructed $2.7 million of sidewalks
and curb bulges at eight different
schools in support of improving
infrastructure for the Safe and Active
Schools Program;
• Installed 25 Rectangular Rapid
Flashing Beacons throughout the City
to make neighbourhoods more safe,
accessible and walkable;
• Completed safety upgrades at all
federally regulated rail crossings; and
• Successfully launched an
application that applies artificial
intelligence for pothole detection.
This led to a 25 % decrease in
external vs. internal pothole
service requests when compared
to the 5-year average.
• Completed an advanced traffic
management dashboard in the Power
BI online service to display real-time
operational data to improve business
intelligence;
• Monitored the mobility impacts of the
COVID-19 pandemic using the traffic
data and analytics and disseminated
this information to the public; and
• Continued the City’s Parking to Patio
with successful implementation of
three on-street patios on 176 Street
in Cloverdale Town Centre to keep
businesses open during the
COVID-19 pandemic.
• Developed and hosted Canada’s first
Speed Limit Reduction Summit with
over 200 attendees from municipalities
and stakeholder organisations across
Canada and the U.S; and
• Delivered joint road safety education
and engagement campaigns with our
Vision Zero Surrey partners, with a
particular focus on pedestrian safety,
distracted driving, speeding and back
to school. Vision Zero Surrey Initiative
313
TRANSPORTATION
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
HEALTH & WELLNESS
INFRASTRUCTURE
• Constructed over 3.2km of one-way
protected bike lanes as part of arterial
widening improvements on 32 Avenue
in South, and a Multi Use Pathway on
Fraser Highway from 96 Avenue to 148
St;
• Utilized City’s Advanced Traveler
Information System displays to
provide COVID-related health and
wellness messages to public;
• Provided traffic management/planning
at COVID-19 vaccination sites and
mobile clinic events; and
• In 2021 staff conducted workplace
assessments and in field training to
reduce preventable musculoskeletal
injuries. An educational program was
developed and presented to staff. The
program was well received by staff
and has led to a 66% reduction in
musculoskeletal Injuries compared to
2020.
• Constructed arterial widening of 32
Avenue (154 Street to 160 Street)
including protected pedestrian and
cycling facilities;
• Completed Early Works for the
Surrey-Langley SkyTrain (“SLS”) by
constructing Fraser Highway
improvements through Green Timbers
Urban Forest;
• Initiated Construction on replacement
for the aging single-lane Bailey Bridge
and the two-lane timber trestle bridge
on King George Blvd across the
Nicomekl River;
• Delivered $3.8 million in local and
collector road pavement
Rehabilitation;
• Worked with TransLink and the
Province to advance designs for the
Surrey to Langley SkyTrain, including
an understanding of funding for City
completed early works in advance of
SkyTrain construction;
• Developed and implemented an award
winning Electrical Maintenance
Operational Dashboard, a digital
system of engagement to capture and
visualize real-time electrical
maintenance activities; and
• Initiated Transportation Demand Man-
agement (“TDM”) policies and updat-
ed Parking Requirements for defined
Rapid Transit Areas that support both
the Surrey-Langley SkyTrain (“SLS”)
line and future Rapid Transit on King
George Boulevard and 104 Avenue.
Widening of road made along
King George Boulevard Road for the
Nicomekl River Bridge Replacement project
314
TRANSPORTATION
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
FUTURE INITIATIVES, GOALS & OBJECTIVES
HEALTH & WELLNESS
INFRASTRUCTURE
INCLUSION
• Launch the fourth phase of the Surrey
Transportation Plan “Refinement and
Confirmation” on the Action Plans and
Interim Targets by Q2 2022; and
• Collaborate with vulnerable
populations within Surrey to explore
transportation access, with the goal to
co-create solutions that will help keep
all residents safe on our roads.
• Complete an assessment, review and refresh of the Safe Active Schools Program
including Bike Education and School Travel Planning to better inform and teach
youth and parents on safe and active transportation by Q2 2022.
PUBLIC SAFETY
• Finalize the Residential Area Speed
Limit Reduction Pilot by Q4 2022;
• Review existing crosswalks according
to the 2018 warrant/criteria and
develop an upgrading plan to improve
pedestrian safety and align with
national guidelines by Q4 2022;
• Develop new park zone/area speed
warrants and initiate implementation
of updated signage to improve
vulnerable road user safety and
consistency by Q3 2022; and
• Deliver a Pedestrian and Cycling
Safety Review to identify collision
trends across the City to identify and
prioritize high-risk locations.
EDUCATION & CULTURE
• Complete the City Centre Quick Build
Protect Cycling Network by Q2 2022 to
provide approximately 5km of
protected bike lanes within and around
the City Centre; and
• Deliver sidewalk, curb bulges,
crosswalk and traffic calming
infrastructure at various
schools around the City.
• Utilize TELUS Fibre optic to improve
quality and reliability of the City’s
Intelligent Transportation Systems
communication network;
• Advance data decision-making
processes in support of 10 year
servicing plan and other Engineering
initiatives;
315
TRANSPORTATION
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
BUILT ENVIRONMENT & NEIGHBOURHOODS
ECONOMIC PROSPERITY & LIVELIHOODS
• Finalize the Digital Transportation
Strategy (“DTS”) to provide a
framework to adapt to the future of
transportation and help manage
growing traffic congestion across the
City;
• Formalize a Transportation Demand
Management Strategy (“TDM”) for
Rapid Transit corridors to provide
more efficient ways to accommodate
sustainable transportation, including
bike facilities, electrification, car-
share and micro-mobility by Q1,
2022;
• Enhance the TMC audio and video
system to provide additional
functionality to improve real-time
traffic management capabilities;
• Advertise and award the multi-year
electrical maintenance contract by Q2
2022;
• Collaborate with the Parks,
Recreation & Culture, and
Investment & Intergovernmental
Relations Departments to establish
an Urban Technology Test Lab to
engage with technology
developers to support field testing
of emerging technology; and
• Develop and review funding needs
and models for sustainable service
delivery (asset management),
growth requirements and active
transportation.
• Initiate migration of traffic signal
equipment to new Advanced Trans-
portation Controller (“ATC”) industry-
standard to help manage growing
traffic congestion more efficiently and
improve safety;
• Continue development of data
processes and analytics in support of
implementing Sustainable Service
Delivery Initiatives;
• Deliver arterial widening and raising
of 152 Street from 40 Avenue to the
5000 block as part of Disaster Mitiga-
tion Adoption Fund work; and
• Complete Fraser Highway
widening from Whalley Boule-
vard to 96 Avenue to support the
SLS.
• In conjunction with TransLink
and the Province, complete final
design and business case for SLS
by Q3, 2022; and
• Work with TransLink to complete the
Regional Transportation Strategy
Transport 2050 and the 2022 10 Year
Investment plan.
316
TRANSPORTATION
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist
Transportation in tracking its progress and monitoring its contribution to building a
sustainable Surrey.
Division Performance Measures
(Sustainability Theme)
Budget
2022 2023 2024 2025 2026
Transportation
Total # of marked
pedestrian crossings
(Public Safety)
1,165 1,195 1,225 1,255 1,285 1,315
Streetlight energy
savings—LED
replacement program
(KWh)
(in millions)
(Built Environment &
Neighbourhoods)
5.78 7.98 8.77 9.56 10.35 11.13
Safer Schools Education
and Improvement
Program (total #)
(Education & Culture)
36 36 39 42 45 48
Three year average
rate of killed and
seriously injured in
traffic collisions per
100,000 population (Public Safety)
23.8 23.3 22.5 21.8 21.1 20.5
Actual
2021
Budget
2021
1,160
4.10
36
23.7
Total # of kilometers of
cycling routes
(on-street and off-street)
(Built Environment &
Neighbourhoods)
574 580 590 600 610 620 630
317
TRANSPORTATION—FINANCIAL SUMMARY (in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Roads & Traffic Safety Levy 29,420$ 30,155$ 29,803$ 30,116$ 30,417$ 30,721$ 31,028$ 31,338$
Grants in Lieu 1,109 1,139 997 1,117 1,128 1,139 1,150 1,161
Special Assessment 165 407 236 250 256 272 288 305
Taxation 30,694 31,701 31,036 31,483 31,801 32,132 32,466 32,804
Sale of Goods and Services 3,007 821 908 912 932 953 974 995
Developer Contributions 843 262 504 931 948 965 983 1,001
Transfers from Other Governments 5,846 7,602 6,674 6,945 7,081 7,220 7,362 7,507
Other Revenue 1,423 1,384 953 2,052 2,203 2,313 2,430 2,554
TOTAL REVENUE 41,813$ 41,770$ 40,075$ 42,323$ 42,965$ 43,583$ 44,215$ 44,861$
EXPENDITURE SUMMARY
Operational Expenditures 30,461$ 33,356$ 33,530$ 36,629$ 37,362$ 38,108$ 38,867$ 39,643$
TOTAL EXPENDITURE 30,461$ 33,356$ 33,530$ 36,629$ 37,362$ 38,108$ 38,867$ 39,643$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 23,127$ 21,340$ 19,501$ 17,934$ 18,960$ 19,511$ 19,401$ 19,289$
Transfers To/(From) Operating Sources (11,775) (12,926) (12,956) (12,240) (13,357) (14,036) (14,053) (14,071)
TOTAL TRANSFERS 11,352$ 8,414$ 6,545$ 5,694$ 5,603$ 5,475$ 5,348$ 5,218$
Surplus/(Deficit) -$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
NET ROADS & TRAFFIC -$ -$ -$ -$ -$ -$ -$ -$
Roads 29.0%
Traffic 15.5%
Transportation Planning 18.7%
Capital 36.8%
318
TRANSPORTATION—UTILITY OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
2020 2021 2021 2022 2023 2024 2025 2026
PROGRAM SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Transportation Utility 16,712$ 23,128$ 24,995$ 26,720$ 27,146$ 27,622$ 28,101$ 28,587$
16,712$ 23,128$ 24,995$ 26,720$ 27,146$ 27,622$ 28,101$ 28,587$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (3,007)$ (821)$ (908)$ (912)$ (932)$ (953)$ (974)$ (995)$
Transfers from Other Governments (5,846) (7,602) (6,674) (6,945) (7,081) (7,220) (7,362) (7,507)
Grants, Donations and Other (1,423) (1,384) (953) (2,052) (2,203) (2,313) (2,430) (2,554)
(10,276) (9,807) (8,535) (9,909) (10,216) (10,486) (10,766) (11,056)
Expenditures
Salaries and Benefits 6,444 6,524 7,547 5,845 5,963 6,083 6,204 6,328
Operating Costs 15,806 18,377 18,092 20,231 20,636 21,047 21,466 21,894
Internal Services Used 15,903 16,311 16,655 11,900 12,137 12,380 12,628 12,881
Internal Services Recovered (7,137) (7,124) (8,279) (892) (910) (929) (948) (967)
External Recoveries (555) (732) (485) (455) (464) (473) (483) (493)
30,461 33,356 33,530 36,629 37,362 38,108 38,867 39,643
Net Operations Total 20,185 23,549 24,995 26,720 27,146 27,622 28,101 28,587
Transfers
To (From) Capital Sources (4,503) (452) - - - - - -
To (From) Operating Sources 1,030 31 - - - - - -
(3,473) (421) - - - - - -
16,712$ 23,128$ 24,995$ 26,720$ 27,146$ 27,622$ 28,101$ 28,587$
0
10,000
20,000
30,000
40,000
2020 Actual 2021 Actual 2021 Budget 2022 Budget
Roads & Traffic Divisional Operations($ 000's)
Revenues
Expenses
319
TRANSPORTATION—SIGNIFICANT CHANGES (in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
REVENUES
2021 ADOPTED BUDGET 40,075$
Taxation
Growth ……………………………. $ 447 447
Non-Taxation Revenues
Sale of Goods and Services ……………………………. 4
Developer Contributions ……………………………. 427
Transfers from Other Governments ……………………………. 271
Other Revenue ……………………………. 1,099 1,801
Total Change in Revenue 2,248
2022 REVENUE BUDGET 42,323$
EXPENDITURES
2021 ADOPTED BUDGET 40,075$
Expenditures
Salaries/Wages & Benefits
Salary Adjustments and Growth ……………………………. (1,702) (1,702)
Operating Costs
Operating Costs Adjustment ……………………………. 2,139 2,139
Internal Services Used/Recovered
Internal Services Adjustment ……………………………. 2,632 2,632
External Recoveries
External Recoveries Adjustment ……………………………. 30 30
Transfers To/(From) Capital Sources
Change in Capital Funding ……………………………. (1,567) (1,567)
Transfers To/(From) Operating Sources
Change in Operating Funding ……………………………. 716 716
Total Change in Expenditures 2,248
2022 EXPENDITURE BUDGET $ 42,323
2022 BUDGET -$
REVENUES
2022 ADOPTED BUDGET 42,323$
Taxation Increase Due to Growth ……………………………. 1,321$
Change in Non-Taxation Revenue ……………………………. 1,217 2,538
2026 REVENUE BUDGET 44,861$
EXPENDITURES
2022 ADOPTED BUDGET 42,323
Operating Costs ……………………………. 3,014 3,014
TRANSFERS
Contribution to Capital ……………………………. 1,355
Contribution to Operating ……………………………. (1,831) (476)
2026 EXPENDITURE BUDGET 44,861$
2026 BUDGET -$
320
ROADS AND TRAFFIC SAFETY BYLAW, 2021, NO. 20486
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
321
ROADS AND TRAFFIC SAFETY BYLAW, 2021, NO. 20486
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Transportation
CITY OF SURREY
Bylaw 20486 Schedule 1
Roads & Traffic Safety Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Roads & Traffic Safety Levy 31,233,000$ 31,545,000$ 31,860,000$ 32,178,000$ 32,499,000$
Other Property Value Taxes 250,000 256,000 272,000 288,000 305,000
Revenues from Property Value Taxes 31,483,000 31,801,000 32,132,000 32,466,000 32,804,000
Taxation Revenues 31,483,000 31,801,000 32,132,000 32,466,000 32,804,000
Utilities Fees & Charges 912,000 932,000 953,000 974,000 995,000
Revenues from Fees 912,000 932,000 953,000 974,000 995,000
Developer Contributions 931,000 948,000 965,000 983,000 1,001,000
Transfers from Other Governments 6,945,000 7,081,000 7,220,000 7,362,000 7,507,000
Other Revenue 2,052,000 2,203,000 2,313,000 2,430,000 2,554,000
Revenues from Other Sources 9,928,000 10,232,000 10,498,000 10,775,000 11,062,000
TOTAL FUNDING SOURCES 42,323,000$ 42,965,000$ 43,583,000$ 44,215,000$ 44,861,000$
PROPOSED EXPENDITURES
Engineering Services 36,629,000 37,362,000 38,108,000 38,867,000 39,643,000
TOTAL EXPENDITURES 36,629,000$ 37,362,000$ 38,108,000$ 38,867,000$ 39,643,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds 17,768,000 18,810,000 19,376,000 19,282,000 19,188,000
Transfers To/(From) Reserve Funds 166,000 150,000 135,000 119,000 101,000
Transfers To/(From) Capital Sources 17,934,000$ 18,960,000$ 19,511,000$ 19,401,000$ 19,289,000$
Transfers To/(From) Operating Sources (12,240,000)$ (13,357,000)$ (14,036,000)$ (14,053,000)$ (14,071,000)$
TOTAL TRANSFERS BETWEEN SOURCES 5,694,000$ 5,603,000$ 5,475,000$ 5,348,000$ 5,218,000$
BALANCED BUDGET -$ -$ -$ -$ -$
322
UTILITY OVERVIEW SEWER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
MISSION STATEMENT
To provide engineering services for the City’s sanitary sewer system to support the
building of a healthy, sustainable community.
KEY PROGRAMS AND SERVICES
The Sewer Utility’s primary responsibility, in partnership with the Operations
Division and Metro Vancouver, is to collect and convey liquid waste to the Annacis
Island Wastewater Treatment Plant for treatment. The Sewer Utility provides safe
conveyance of wastewater for properties and over 590,000 residents through a
1,613 km distribution network and 50 pump stations and other facilities.
The Sewer Utility serves all the residents, businesses, and visitors to Surrey,
providing sewer collection to homes, industry and our civic parks and facilities.
This is achieved while planning to accommodate growth in the sewer system
and to continually improve service in areas with aging infrastructure. In addition,
the Sewer Utility strives to be stewards of the environment by advancing
regional and provincial goals in the region’s Integrated Liquid Waste Resource
Management Plan. This work includes long range planning, medium range
capital growth, financial planning, facilitation of new construction, and
management of inflow and infiltration and other source control.
The rates charged by the Greater Vancouver Sewerage & Drainage District
(“GVS&DD”) for sewer are projected to increase significantly over the next 10 years,
with continued construction of new treatment facilities as shown in the chart below.
In comparison, Surrey’s proposed metered rate increases are projected to be at a
lower rate.
Source: City of Surrey Finance Department
324
SEWER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
EDUCATION & CULTURE
INFRASTRUCTURE
• Supported Metro Vancouver’s
planning work to build a new
required sanitary sewer overflow
tank in North Surrey at 116
Avenue and 136 Street to prevent
sewage overflows during heavy
rainfall events; and
• Continued to implement the
sewer inflow and infiltration
reduction program through
focused replacement of aging
and deteriorating sewers.
• More than 10 km of new or
replacement sewer was added to
the sewer infrastructure and 30 km
of sewers inspected;
• Continued to plan and implement
upgrades and replacement of
sewer pump station
infrastructure, including planning
of the Bear Creek Relief
Pumpstation;
• Continued to replace sewers in
Robson and Birdland sewer areas
to target Asbestos Cement and
clay sewer replacement in some
of the older Surrey areas;
• Continued to monitor sewer flows
to assess inflow and infiltration
and progress and initiated a new
City-wide sewer analysis model.
• Completed a review and rating
of all sewer main and
pumpstation infrastructure for
asset management based on the
sustainable service delivery
model;
• Coordinated data sharing with
Metro Vancouver on key
management areas in North
Surrey; and
• Implemented the Inspection
Chamber Lid replacement
program.
2021 ACCOMPLISHMENTS
ECOSYSTEMS
• Continued to educate homeowners on the need to correct cross-connections
on private property to prevent stormwater and groundwater from entering the
sewers.
325
SEWER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
• Participated with Metro Vancouver
on an odour mitigation study for
the North Surrey Interceptor
facilities to address odour
complaints in both North and South
Surrey;
• Successfully responded to the recent
daily and monthly rainfall event in
November to provide service and
worked closely with residents to
address issues and minimize
damages;
• Completed the chemical dosing
facility at Quibble Creek Pump Station
for odour mitigation in the
downstream sewer system;
• Completed the servicing plan for
Newton Town Centre as part of the
City’s plan to encourage the
sustainable, compact and vibrant
development of our urban areas; and
• Completed a conceptual review of the
sanitary sewer services for the Area
south of Campbell Heights.
BUILT ENVIRONMENT & NEIGHBOURHOODS
ECOSYSTEMS
FUTURE INITIATIVES, GOALS & INITIATIVES
BUILT ENVIRONMENT & NEIGHBOURHOODS
• Update planning and tools to
address increased growth in
Fleetwood and West Clayton, and
• Continue to provide ongoing
odour monitoring and provide
odour control in key areas
together with Metro Vancouver.
• Continue sewer rehabilitation and
cross connection investigation in
an effort to reduce the inflow and
infiltration (“I&I”) rate by
completing improvements in North
Surrey;
• Continue to work with Metro
Vancouver to mitigate odour issues
that originate from their sanitary sewer
system; and
• Continue efforts to better understand
sanitary sewer overflows, and work
in the Surrey system and with Metro
Vancouver to actively address
environmentally safe sewer
operation.
326
SEWER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
EDUCATION & CULTURE
INFRASTRUCTURE
• Continue to work with Metro
Vancouver in the development of
an educational campaign about I&I
and the actions residents can take
to reduce inflow and infiltration;
and
• Develop information around inflow
and infiltration awareness in Surrey,
and around private sewer connection
ownership and maintenance.
• Continue to monitor sewer system in
key locations, and plan for improved
and coordinated monitoring for the
future;
• Complete sewer model and
review sewer capital planning for
the next 10 to 20 years;
• Continue to target and replace
aging and deteriorating sewer
infrastructure in Robson and
Birdland Catchment;
• Collaborate with Metro Vancouver
on ongoing capital projects,
system improvements and odour
management in the City;
• Coordinate with TransLink to
identify aging sewer
infrastructure so they can be
replaced in their future SkyTrain
routes;
• Support implementation of sewer
infrastructure construction for the
Anniedale-Tynehead area;
• Continue to implement the Inspection
Chamber Lid replacement program;
• Continue to work with the
development to implement a new
sewer pump station servicing the
eastern catchment of North
Grandview Heights and Redwood
Heights in order to successfully
develop the sewer infrastructure;
• Implement the North Cloverdale
Trunk Sewer Phase 1 Extension, and
prepare plans for Phase 2 and West
Clayton servicing; and
• Develop a Bridgeview Vacuum Sewer
replacement strategy and design
initial projects for early
implementation.
Rainwater and groundwater in sanitary sewer system
327
SEWER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
Performance Measures
(Sustainability Theme)
Actual
2021
Budget
2022 2023 2024 2025 2026
Sewer
Utility
% of sewer mains video
inspected
(Built Environment &
Neighbourhoods/
Infrastructure)
52% 55% 58% 61% 64% 67%
% of sewer manholes inspected
(Built Environment &
Neighbourhoods/
Infrastructure) 22% 24% 27% 30% 33% 36%
Division Budget
2021
53%
23%
PERFORMANCE MEASURES
The following table identifies the key performance measures that will assist the Sewer
Utility in tracking its progress and monitoring its contribution to building a sustainable
Surrey.
Stewart Farm Sanitary Pump Station Constructed Above Ground
Level for Flood Resilience
328
SEWER—FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
329
SEWER—UTILITY OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Sewer Utility (6,576)$ (7,764)$ (2,057)$ (6,186)$ (9,589)$ (13,831)$ (19,667)$ (25,610)$
(6,576)$ (7,764)$ (2,057)$ (6,186)$ (9,589)$ (13,831)$ (19,667)$ (25,610)$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (65,819)$ (71,438)$ (67,560)$ (75,312)$ (89,782)$ (106,153)$ (126,851)$ (161,339)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(65,819) (71,438) (67,560) (75,312) (89,782) (106,153) (126,851) (161,339)
Expenditures
Salaries and Benefits - - - 812 828 844 861 878
Operating Costs 56,107 59,696 60,496 64,020 75,086 87,114 101,871 130,310
Internal Services Used 10,375 10,748 11,087 10,922 11,039 11,259 11,484 11,713
Internal Services Recovered (6,191) (6,197) (6,280) (6,628) (6,760) (6,895) (7,032) (7,172)
External Recoveries (65) (59) - - - - - -
60,226 64,188 65,303 69,126 80,193 92,322 107,184 135,729
Net Operations Total (5,593) (7,250) (2,257) (6,186) (9,589) (13,831) (19,667) (25,610)
Transfers
To (From) Capital Sources (1,113) (514) 200 - - - - -
To (From) Operating Sources 130 - - - - - - -
(983) (514) 200 - - - - -
(6,576)$ (7,764)$ (2,057)$ (6,186)$ (9,589)$ (13,831)$ (19,667)$ (25,610)$
0
20,000
40,000
60,000
80,000
2020 Actual 2021 Actual 2021 Budget 2022 Budget
Sewer Departmental Operations($ 000's)
Revenues
Expenses
330
SEWER—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
REVENUES
2022 ADOPTED BUDGET 68,231$
Taxation
Local Improvement ……………………………. (2) (2)
Sale of Goods and Services
Rate, Growth & Adjustments ……………………………. 7,752 7,752
Investment Income ……………………………. (58) (58)
Other Revenues
Penalties & Interest ……………………………. 171 171
Total Change in Revenue 7,863
2022 REVENUE BUDGET 76,094$
EXPENDITURES
2021 ADOPTED BUDGET 68,231$
Expenditures
Salaries and Benefits ……………………………. 812
Operating Costs ……………………………. 3,524
Internal Services Used ……………………………. (165)
Internal Services Recovered ……………………………. (348) 3,823
Transfers To/(From) Capital Sources
Change in Non-Growth ……………………………. 1,274
Change in DCC Contributions ……………………………. 16
Change in Contributions to/from Reserves ……………………………. (520) 770
Transfers To/(From) Operating Sources
Change in Contribution to Operating Fund ……………………………. 1,775
Drainage Transfer from Surplus ……………………………. 1,495 3,270
Total Change in Expenditures 7,863
2022 EXPENDITURE BUDGET 76,094$
2022 BUDGET -
331
SEWER—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
REVENUES
2022 ADOPTED BUDGET 76,094$
Rate, Growth & Adjustments ……………………………. 86,027$
Investment Income ……………………………. 218
Penalties and Interest on Taxes ……………………………. 28
86,273
2026 REVENUE BUDGET 162,367$
EXPENDITURES
2022 ADOPTED BUDGET 76,094$
Change in Operations ……………………………. 66,603 66,603
TRANSFERS
Change in Transfers To/(From) Capital Sources ……………………………. 5,915
Change in Transfers To/(From) Operating Sources ……………………………. 13,755 19,670
2026 EXPENDITURE BUDGET 162,367$
2026 BUDGET -$
332
SEWER BYLAW, 2021, NO. 20487
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
333
SEWER BYLAW, 2021, NO. 20487
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Sewer
CITY OF SURREY
Bylaw 20487 Schedule 1
Sewer Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Other Property Value Taxes 33,000$ 33,000$ 33,000$ 33,000$ 33,000$
Revenues from Property Value Taxes 33,000 33,000 33,000 33,000 33,000
Taxation Revenues 33,000 33,000 33,000 33,000 33,000
Utilities Fees & Charges 75,312,000 89,782,000 106,153,000 126,851,000 161,339,000
Revenues from Fees 75,312,000 89,782,000 106,153,000 126,851,000 161,339,000
Investment Income 71,000 117,000 167,000 219,000 289,000
Utilities Penalties & Interest 678,000 685,000 692,000 699,000 706,000
Revenues from Other Sources 749,000 802,000 859,000 918,000 995,000
TOTAL FUNDING SOURCES 76,094,000$ 90,617,000$ 107,045,000$ 127,802,000$ 162,367,000$
PROPOSED EXPENDITURES
Sewer Expenditures 69,126,000 80,193,000 92,322,000 107,184,000 135,729,000
TOTAL EXPENDITURES 69,126,000$ 80,193,000$ 92,322,000$ 107,184,000$ 135,729,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds 8,194,000 7,990,000 8,578,000 10,641,000 14,115,000
Transfers To/(From) Reserve Funds 16,000 14,000 13,000 12,000 10,000
Transfers To/(From) Capital Sources 8,210,000$ 8,004,000$ 8,591,000$ 10,653,000$ 14,125,000$
Transfers To/(From) Operating Sources (1,242,000)$ 2,420,000$ 6,132,000$ 9,965,000$ 12,513,000$
TOTAL TRANSFERS BETWEEN SOURCES 6,968,000$ 10,424,000$ 14,723,000$ 20,618,000$ 26,638,000$
BALANCED BUDGET -$ -$ -$ -$ -$
334
UTILITY OVERVIEW SOLID WASTE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
MISSION STATEMENT
To provide a leadership role in municipal waste management through the application
of innovative and sustainable solutions that ensures environmental, economic and
social benefits to the City of Surrey’s residents.
KEY PROGRAMS AND SERVICES
The Solid Waste Utility provides weekly residential curbside organic waste collection
with alternating bi-weekly garbage and recycling services via a fully automated
cart-based collection system that is carried out using a Compressed Natural Gas
waste collection fleet. Waste collection services are provided to approximately
107,000 single-family households and 31,500 secondary suites. Additionally, 35,100
residences from apartment buildings are provided centralized recycling service, while
approximately 50% of these households additionally receive weekly organic waste
collection services.
In addition to waste collection services, Surrey is the first municipality in North
America to operate a fully integrated waste management solution. The City
processes the organic waste it collects at curbside into a renewable natural gas
that is used to fuel the fleet that collects this waste at curbside. The remaining
materials are composted into a nutrient rich soil and fertilizer that is used by local
food growers and landscapers, creating a closed-loop system.
ECOSYSTEMS
• Introduced the Plastic Bags and Other
Single-Use Items Bylaw which bans
plastic checkout bags, foam cups and
foam take-out containers to more
sustainable products. By taking action
on plastic bags and Styrofoam, the
City will eliminate an estimated 25
million plastic checkout bags and 7
million foam containers and cups. The
introduction of the Bylaw made Surrey
the first City in the Metro Vancouver
region to implement a ban on plastic
checkout bags.
2021 ACCOMPLISHMENTS
Green Organic Bins for
Curbside pickup
336
SOLID WASTE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
INFRASTRUCTURE
• Successfully awarded procurement for
a Solid Waste Collection Service
contract for a seven-year term
commencing in April 2023;
• Successfully launched the third annual
Love Where You Live Cleanup and
Beautification Campaign which
challenged residents, volunteers,
businesses, schools and community
groups to show their civic pride and
work together to further enhance the
overall cleanliness and beautification
of the City;
• Collaborated with Metro Vancouver on
the construction of the Central Surrey
Recycling and Waste Centre which will
provide a one-stop drop off
location for residents and small
business owners to dispose of
recyclables and waste; and
• Diverted over 85% of
construction and demolition
waste from landfill and ensured
that these waste materials are
recycled through the Demolition
and New Construction
Recyclables Program.
EDUCATION & CULTURE
• Completed a comprehensive
communication and awareness
campaign to educate residents on
proper recycling and the importance of
reducing contamination. The
campaign focused on simplifying
recycling to help residents enhance
their level of understanding of the
rules and overcome challenges that
they are encountering; and
• Launched an education and
communication outreach campaign to
support and inform businesses of the
new Plastic Bag and Other Single-Use
Items Bylaw requirements ensuring
successful transition to more
sustainable alternatives. The campaign
was successful with 92% transitioned
or in progress.
Central Surrey Recycling and Waste Centre
337
SOLID WASTE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
FUTURE INITIATIVES, GOALS & INITIATIVES
INFRASTRUCTURE
ECONOMIC PROSPERITY & LIVELIHOODS
EDUCATION & CULTURE
• Continued development of the
Zero Waste Strategy to support
the goal of zero residential waste
to landfill by identifying innovative
recycling, waste diversion, and
circular economy programs;
• Successfully piloted surveillance
technologies and tactical patrols to
reduce illegal dumping in hotspot
areas where the activity is problematic.
The City will utilize these approaches
in other locations where illegal
dumping is prevalent; and
• Increased the participation in the large
item pickup program by 40%. The
program provides an outlet for
resident to dispose of their waste
responsibly and increases waste
diversion.
• Work with the business community to expand the Plastic Bag and Other
Single-Use Items Bylaw to include material such as straws, utensils and stir sticks
which will help reduce impacts on the environment associated with these
materials and reduce landfill waste.
• Successfully open the Central Surrey
Recycling and Waste Centre in east-
Newton which will provide a one-stop
drop-off location for residents and
small business owners increasing
recycling and waste services to our
community. The facility will also assist
the City to increase waste diversion
and reduce illegal dumping;
• Complete service implementation
and operational plans with the
City's Waste Collection Contractor
to prepare for service
commencement in April 2023; and
• Continue to work with residents to
reduce recycling contamination to
achieve a goal of having the
lowest amount of non-targeted
packaging and printed paper
material for a single-stream
curbside program in BC.
• Implement Biofuel Education Centre and associated programs to increase
awareness of responsible and sustainable waste management practices.
ECOSYSTEMS
338
SOLID WASTE
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the Solid
Waste Utility in tracking its progress and monitoring its contribution to building a
sustainable Surrey.
Division Actual
2021
Budget
2022 2023 2024 2025 2026
Solid
Waste
Utility % decrease of landfill
waste tonnage/
household
(Ecosystems)
0% 2% 2% 2% 2% 2%
Solid waste diversion
rate from disposal
(Ecosystems)
70% 72% 74% 76% 78% 80%
Performance Measures
(Sustainability Theme)
Budget
2021
3%
74%
% reduction in illegal
dumping cleanup costs
(Built Environments &
Neighbourhoods)
20% 45% 22% 24% 26% 28% 30%
Rethink waste total # of
residences to date
(Ecosystems)
107,000 107,000 108,000 109,000 110,000 111,000 112,000
ECONOMIC PROSPERITY & LIVELIHOODS
• Implement a strategic plan to reduce
illegal dumping activity by 30% by
2023. The plan will include expansion
of surveillance technologies and
tactical patrols, updating pertinent
bylaws to improve enforcement and
initiating an outreach campaign; and
• Complete and implement the Zero
Waste Strategy to continue to
progress towards becoming the first
City in Canada to achieve zero waste.
In addition, continue to work in
partnership with Metro Vancouver on
the updating of the Integrated Solid
Waste Regional Management Plan to
increase diversion across the region.
339
SOLID WASTE—FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Sale of Goods and Services 44,549$ 46,547$ 46,946$ 48,183$ 49,849$ 51,585$ 53,386$ 55,254$
Investment Income 80 28 54 27 49 62 75 89
Penalties and Interest 132 192 149 149 150 152 154 156
Grants, Donations and Other - 3 - - - - - -
Other Revenue 132 195 149 149 150 152 154 156
TOTAL REVENUE 44,761$ 46,770$ 47,149$ 48,359$ 50,048$ 51,799$ 53,615$ 55,499$
EXPENDITURE SUMMARY
Operational Expenditures 34,906$ 36,546$ 34,410$ 37,599$ 41,453$ 42,738$ 44,034$ 45,339$
Debt Interest 1,814 1,770 1,770 1,724 1,675 1,623 1,569 1,513
Debt Principal 844 888 888 935 983 1,035 1,089 1,146
TOTAL EXPENDITURE 37,564$ 39,204$ 37,068$ 40,258$ 44,111$ 45,396$ 46,692$ 47,998$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 812$ 701$ 3,344$ 1,304$ (972)$ (620)$ (222)$ 231$
Transfers To/(From) Operating Sources 6,385 6,865 6,737 6,797 6,909 7,023 7,145 7,270
TOTAL TRANSFERS 7,197$ 7,566$ 10,081$ 8,101$ 5,937$ 6,403$ 6,923$ 7,501$
Surplus/(Deficit) -$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
NET SOLID WASTE -$ -$ -$ -$ -$ -$ -$ -$
Collection 34.1%
Disposal 26.1%
Solid Waste Operations 36.4%
Capital 3.4%
340
SOLID WASTE—UTILITY OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
2020 2021 2021 2022 2023 2024 2025 2026
DIVISION SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Solid Waste (9,589)$ (10,002)$ (10,381)$ (9,646)$ (8,396)$ (8,847)$ (9,352)$ (9,915)$
(9,589)$ (10,002)$ (10,381)$ (9,646)$ (8,396)$ (8,847)$ (9,352)$ (9,915)$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (44,549)$ (46,547)$ (46,946)$ (48,183)$ (49,849)$ (51,585)$ (53,386)$ (55,254)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - (3) - - - - - -
(44,549) (46,550) (46,946) (48,183) (49,849) (51,585) (53,386) (55,254)
Expenditures
Salaries and Benefits - - - - - - - -
Operating Costs 30,771 32,139 30,013 33,178 36,946 38,145 39,355 40,572
Internal Services Used 4,534 4,690 4,397 4,421 4,507 4,593 4,679 4,767
Internal Services Recovered (287) (288) - - - - - -
External Recoveries (112) 5 - - - - - -
34,906 36,546 34,410 37,599 41,453 42,738 44,034 45,339
Net Operations Total (9,643) (10,004) (12,536) (10,584) (8,396) (8,847) (9,352) (9,915)
Transfers
To (From) Capital Sources - 2 2,155 938 - - - -
To (From) Operating Sources 54 - - - - - - -
54 2 2,155 938 - - - -
(9,589)$ (10,002)$ (10,381)$ (9,646)$ (8,396)$ (8,847)$ (9,352)$ (9,915)$
0
10,000
20,000
30,000
40,000
50,000
2020 Actual 2021 Actual 2021 Budget 2022 Budget
Solid Waste Departmental Operations($ 000's)
Revenues
Expenses
341
SOLID WASTE—SIGNIFICANT CHANGES (in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
REVENUES
2021 ADOPTED BUDGET 47,149$
Penalties and Interest on Fees …………………………….
Household Waste Growth Increase ……………………………. 1,077
Commodity Revenue ……………………………. 159
Sales of Goods ……………………………. 1
Interest - Investments (27)
MMBC Revenues ……………………………. - 1,210
2022 REVENUE BUDGET 48,359$
EXPENDITURES
2021 ADOPTED BUDGET 47,149$
Expenditures
Operating Costs ……………………………. 3,166
Internal Services Used ……………………………. 24
Internal Services Recovered ……………………………. -
External Recoveries ……………………………. - 3,190
Transfers To/(From) Capital Sources
Utility Buildings Repayments ……………………………. (663)
Infrastructure Replacement Reserve ……………………………. (823)
Cart Purchase Repayments ……………………………. (554) (2,040)
Transfers To/(From) Operating Sources
Road Restoration ……………………………. (8)
Transfer to /from General Operating ……………………………. 68 60
Total Change in Expenditures 1,210
2022 EXPENDITURE BUDGET 48,359$
2022 BUDGET -$
342
SOLID WASTE—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
REVENUES
2022 ADOPTED BUDGET 48,359$
Penalties and Interest on Fees ……………………………. 7$
Change in Solid Waste Revenues ……………………………. 7,133 7,140
2026 REVENUE BUDGET 55,499$
EXPENDITURES
2022 ADOPTED BUDGET 48,359$
Operating Costs ……………………………. 7,740
Debt Interest ……………………………. (211)
Debt Principal ……………………………. 211 7,740
TRANSFERS
Transfers To/(From) Capital Sources ……………………………. (1,073)
Transfers To/(From) Operating Sources ……………………………. 473 (600)
2026 EXPENDITURE BUDGET 55,499$
2026 BUDGET -$
343
SOLID WASTE BYLAW, 2021, NO. 20489
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
344
SOLID WASTE BYLAW, 2021, NO. 20489
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Solid Waste
CITY OF SURREY
Bylaw 20489 Schedule 1
Solid Waste Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Utilities Fees & Charges 48,183,000 49,849,000 51,585,000 53,386,000 55,254,000
Revenues from Fees 48,183,000 49,849,000 51,585,000 53,386,000 55,254,000
Investment Income 27,000 49,000 62,000 75,000 89,000
Utilities Penalties & Interest 149,000 150,000 152,000 154,000 156,000
Revenues from Other Sources 176,000 199,000 214,000 229,000 245,000
TOTAL FUNDING SOURCES 48,359,000$ 50,048,000$ 51,799,000$ 53,615,000$ 55,499,000$
PROPOSED EXPENDITURES
Solid Waste Expenditures 37,599,000 41,453,000 42,738,000 44,034,000 45,339,000
Debt Interest 1,724,000 1,675,000 1,623,000 1,569,000 1,513,000
Debt Repayment 935,000 983,000 1,035,000 1,089,000 1,146,000
TOTAL EXPENDITURES 40,258,000$ 44,111,000$ 45,396,000$ 46,692,000$ 47,998,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds 1,304,000 (972,000) (620,000) (222,000) 231,000
Transfers To/(From) Reserve Funds - - - - -
Transfers To/(From) Capital Sources 1,304,000$ (972,000)$ (620,000)$ (222,000)$ 231,000$
Transfers To/(From) Operating Sources 6,797,000$ 6,909,000$ 7,023,000$ 7,145,000$ 7,270,000$
TOTAL TRANSFERS BETWEEN SOURCES 8,101,000$ 5,937,000$ 6,403,000$ 6,923,000$ 7,501,000$
BALANCED BUDGET -$ -$ -$ -$ -$
345
UTILITY OVERVIEW SURREY CITY ENERGY
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
MISSION STATEMENT
To deploy district energy systems in Surrey that provide exceptional service at
competitive rates while achieving neighbourhood-scale greenhouse gas emission
reductions and minimizing vulnerability to energy price fluctuations.
KEY PROGRAMS AND SERVICES
Surrey City Energy’s (“SCE”) primary responsibility is to provide the planning,
development and operations of community energy systems that provide thermal
energy to new and existing developments throughout the City Centre area.
The Utility is focused on developing a thermal energy grid in City Centre, consisting of
buried pre-insulated steel pipes that distribute heat in the form of hot water to
buildings for use in space heating and domestic hot water.
Small scale energy plants are strategically located to serve early customers in several
different locations. As these systems grow over time, they will inter-connect and form
one large integrated system. At first, the individual systems will rely primarily on high
efficiency natural gas boilers; however, once the integrated system reaches a larger
size, efficiencies of scale will provide the opportunity to introduce various renewable
energy supply alternatives such as biomass, waste heat recovery and solar thermal
energy.
Surrey City Energy recovers all costs from energy rates and connection fees. Rates
will be adjusted from time to time, but will generally not exceed the rates charged by
BC Hydro. By consuming significantly less electricity and natural gas, as compared to
the conventional alternatives, Surrey City Energy will be able to insulate its customers
from the expected future increases in the cost of these commodities, in addition to
reducing community carbon emissions from buildings.
• Completed a comprehensive update to the utility
rate model and obtained the endorsement of the
Expert External Rate Review Panel for the
proposed 2022 rates.
ECONOMIC PROSPERITY & LIVELIHOODS
2021 ACCOMPLISHMENTS
348
SURREY CITY ENERGY
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
INFRASTRUCTURE
• Completed capital expansion projects
to connect eight new developments to
SCE network. The connected building
floor area grew by 61% in 2021; and
• Relocated and commissioned a
temporary energy centre to
provide additional capacity in the
SCE network.
FUTURE INITIATIVES, GOALS & OBJECTIVES
INFRASTRUCTURE
ECOSYSTEMS
• Continued to advance the Low Carbon District Energy Strategy that will establish
opportunities for the utility to reduce its carbon footprint;
• Completed a study to identify opportunities for the integration of cooling systems
into SCE operations; and
• Received funding from senior levels of government for low-carbon energy
generation.
• Continue to expand the SCE network
to provide service to new customers in
City Centre;
• Advance plans for a sewer heat
recovery facility connected to the
North Surrey Interceptor;
• Relocate SCE’s first temporary energy
centre to allow for further expansion
of SCE network; and
• Advance plans to increase plant
capacity at the West Village Energy
Centre to meet growing demands from
City Centre developments.
349
SURREY CITY ENERGY
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the utility in
tracking its progress and monitoring its contribution to building a sustainable Surrey.
The performance measures chosen are strongly influenced by the state of the real
estate market as growth of the utility will occur in step with new high-density
development.
District energy must be viewed as a long-term investment and it is difficult to evaluate
its performance over a five year time-frame. The table below includes the projected
performance of the City Centre District Energy System.
Division
Performance
Measures
(Sustainability Theme)
Actual
2021
Budget
2021
Budget
2022 2023 2024 2025 2026
Surrey City
Energy
Utility
Connected Floor Area
(m2)
(Built Environment)
375,766 368,390 504,054 651,855 885,242 922,799 1,029,541
Ratio of hours in service
to total hours since
operating commenced
(Built Environment)
100% 100% 100% 100% 100% 100% 100%
ECOSYSTEMS
• Work with future customers to
integrate waste heat from
cooling in SCE network to
supplement other sources of
low-carbon heat and
potentially offer cooling
services to new customers.
An Energy Transfer Station (the point of delivery for district
energy customers) inside of a multi-tower development
350
SURREY CITY ENERGY—FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Sale of Goods and Services 2,671$ 3,699$ 3,437$ 4,973$ 6,658$ 8,221$ 9,722$ 11,583$
Other Revenue 26 46 - - - - - -
TOTAL REVENUE 2,697$ 3,745$ 3,437$ 4,973$ 6,658$ 8,221$ 9,722$ 11,583$
EXPENDITURE SUMMARY
Operational Expenditures 2,168$ 2,826$ 2,455$ 3,328$ 4,228$ 5,087$ 5,991$ 6,536$
TOTAL EXPENDITURE 2,168$ 2,826$ 2,455$ 3,328$ 4,228$ 5,087$ 5,991$ 6,536$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 321$ 696$ 759$ 1,320$ 1,997$ 2,600$ 3,099$ 4,294$
Transfers To/(From) Operating Sources 208 223 223 325 433 534 632 753
TOTAL TRANSFERS 529$ 919$ 982$ 1,645$ 2,430$ 3,134$ 3,731$ 5,047$
Surplus/(Deficit) -$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
NET SURREY CITY ENERGY -$ -$ -$ -$ -$ -$ -$ -$
Surrey City EnergyOperations 72%
Capital 28%
351
SURREY CITY ENERGY—UTILITY OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
2020 2021 2021 2022 2023 2024 2025 2026
PROGRAM SUMMARY ACTUAL FORECAST BUDGET BUDGET PLAN PLAN PLAN PLAN
Energy (503)$ (873)$ (982)$ (1,645)$ (2,430)$ (3,134)$ (3,731)$ (5,047)$
(503)$ (873)$ (982)$ (1,645)$ (2,430)$ (3,134)$ (3,731)$ (5,047)$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (2,671)$ (3,699)$ (3,437)$ (4,973)$ (6,658)$ (8,221)$ (9,722)$ (11,583)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other - - - - - - - -
(2,671) (3,699) (3,437) (4,973) (6,658) (8,221) (9,722) (11,583)
Expenditures
Salaries and Benefits 676 715 677 684 697 711 725 739
Operating Costs 1,597 2,115 2,110 2,744 3,633 4,480 5,372 5,905
Internal Services Used 453 571 345 - - - - -
Internal Services Recovered (558) (575) (677) (100) (102) (104) (106) (108)
External Recoveries - - - - - - - -
2,168 2,826 2,455 3,328 4,228 5,087 5,991 6,536
Net Operations Total (503) (873) (982) (1,645) (2,430) (3,134) (3,731) (5,047)
Transfers
To (From) Capital Sources - - - - - - - -
To (From) Operating Sources - - - - - - - -
- - - - - - - -
(503)$ (873)$ (982)$ (1,645)$ (2,430)$ (3,134)$ (3,731)$ (5,047)$
0
10,000
20,000
30,000
40,000
50,000
60,000
2020 Actual 2021 Forecast 2021 Budget 2022 Budget
Surrey City Energy Departmental Operations($000's)
Revenues
Expenses
352
SURREY CITY ENERGY—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
REVENUES
2021 ADOPTED BUDGET 3,437$
Rate Change ……………………………. 76
Growth ……………………………. 1,460
Total Change in Revenue 1,536
2022 REVENUE BUDGET 4,973$
EXPENDITURES
2021 ADOPTED BUDGET 3,437$
Expenditures
Salaries/Wages & Benefits
Salary Rate and Range Increase ……………………………. 7 7
Operating Costs
Increase in Service Levels ……………………………. 634 634
Internal Services Used (345) (345)
Internal Services Recovered 577 577
Transfer to Capital
District Energy Systems ……………………………. 561 561
Transfer to Operating
Transfer to General Operating ……………………………. 102 102
Total Change in Expenditures 1,536
2022 EXPENDITURE BUDGET 4,973$
2022 BUDGET -$
REVENUES
2022 ADOPTED BUDGET 4,973$
Increase Due to Rate and Growth ……………………………. 6,610$ 6,610
2026 REVENUE BUDGET 11,583$
EXPENDITURES
2022 ADOPTED BUDGET 4,973$
Expenditures
Increase to Maintenance & Operations ……………………………. 3,208 3,208
TRANSFERS
Transfers to/(from Capital Sources ……………………………. 2,974
Transfer to/(from) Operating Sources ……………………………. 428 3,402
2026 EXPENDITURE BUDGET 11,583$
2026 BUDGET -$
353
DISTRICT ENERGY BYLAW, 2021, NO. 20491
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
354
DISTRICT ENERGY BYLAW, 2021, NO. 20491
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Surrey City Energy
CITY OF SURREY
Bylaw 20491 Schedule 1
District Energy Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Utilities Fees & Charges 4,973,000 6,658,000 8,221,000 9,722,000 11,583,000
Revenues from Fees 4,973,000 6,658,000 8,221,000 9,722,000 11,583,000
TOTAL FUNDING SOURCES 4,973,000$ 6,658,000$ 8,221,000$ 9,722,000$ 11,583,000$
PROPOSED EXPENDITURES
Surrey City Energy 3,328,000 4,228,000 5,087,000 5,991,000 6,536,000
TOTAL EXPENDITURES 3,328,000$ 4,228,000$ 5,087,000$ 5,991,000$ 6,536,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Sources 1,320,000$ 1,997,000$ 2,600,000$ 3,099,000$ 4,294,000$
Transfers To/(From) Operating Sources 325,000$ 433,000$ 534,000$ 632,000$ 753,000$
TOTAL TRANSFERS BETWEEN SOURCES 1,645,000$ 2,430,000$ 3,134,000$ 3,731,000$ 5,047,000$
BALANCED BUDGET -$ -$ -$ -$ -$
355
UTILITY OVERVIEW WATER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
MISSION STATEMENT
To continue to provide clean and safe drinking water to support the building of a
healthy, sustainable community.
KEY PROGRAMS AND SERVICES
The Utility’s primary responsibility, in partnership with the Operations Division and
Metro Vancouver, is to supply clean, safe drinking water to the residences and
businesses of Surrey. The Water Utility provides safe and clean drinking water to
properties and over 590,000 residents through an 1,800 km distribution network, nine
pump stations, and approximately 100 pressure reducing stations. Over 98% of
Surrey’s residents obtain their drinking water from the City’s Water System. The
remainder of Surrey’s residents obtain their drinking water from other sources such
as individually owned groundwater wells.
The Water Utility plans, designs, constructs and replaces the infrastructure required to
deliver water to the City; administers water conservation programs; audits water loss;
maintains and enhances water quality; and administers cross connection control.
The rate charged by the Greater Vancouver Water District (“GVWD”) for water is
projected to increase significantly over the next 10 years, as shown in the chart below.
It is expected that Surrey’s proposed metered rate increase will be less than GVWD’s
bulk water rate increase.
Source: City of Surrey Finance Department
358
WATER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
INFRASTRUCTURE
• Completed the construction of
Sunnyside Pump Station #1 and #2
upgrade to ensure continuous
reliable water service is provided to
residents;
• Completed the design of Newton
Pump Station upgrade;
• Conducted leak detection on
approximately 300km water mains in
Newton neighborhood; and
• Finalized the design and work
plan to conduct condition
assessment on 2km of concrete
water feeder main on
128 St using electromagnetic
technology.
2021 ACCOMPLISHMENTS
HEALTH & WELLNESS
• Achieved over 86% compliance of the
annual testing of backflow preventers;
• Maintained overall water quality in he
system through annual unidirectional
flushing program;
• There was no presence of E-coli
bacteria detected in the 3,138 water
samples analyzed in 2021;
• Monitor the water quality at all City’s
pump stations to ensure our residents
receive safe drinking water; and • Provided guidance to commercial and
institutional building owners on
flushing procedures to onsite stagnant
water following long-term building
closure due to Covid pandemic.
EDUCATION & CULTURE
• Provided water conservation related information at six City Recreation Centers.
Water operator inspecting a meter chamber
359
WATER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
BUILT ENVIRONMENT & NEIGHBOURHOODS
FUTURE INITIATIVES, GOALS & INITIATIVES
HEALTH & WELLNESS
• Completed the development of
servicing strategies for Semiahmoo
Town Centre area; and
• Initiated the development of
servicing strategies for South
Campbell Heights.
INFRASTRUCTURE
• Construct Newton Pump Stations
upgrade;
• Complete the design for Whalley
Pump Station upgrade;
• Perform cost-benefit analysis for
Advanced Metering Infrastructures
(“AMI”);
• Support Metro Vancouver with their
construction of Fleetwood Reservoir
and Kennedy Newton water main,
Whalley water main;
• Develop a condition assessment
strategy to include multiple factors,
consequence of failures, and different
technologies;
• Develop an emergency preparedness
plan to document key water
infrastructures and their back-up
plans, identify high risk areas /
population, and identify options for
providing temporary drinking water
post disaster;
• Update City’s water conservation
bylaw to reflect the upcoming
changes in Metro Vancouver’s
outdoor water use restriction; and
• Develop a meter testing and
replacement strategy to identify
meter replacement priority and
costs.
• Develop a pilot program to investigate
the chlorine residual in City’s water
network;
• Improve the compliance of the annual
testing of backflow preventers, upon
recovery of business operations
impacted by COVID-19 pandemic; and
• Investigate the feasibility of
conducting cross connection survey at
300 industrial, commercial and
institutional properties each year by
in-house City staff or initiating a new
contract.
360
WATER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
ECONOMIC PROSPERITY & LIVELIHOODS
• Complete financial review on the water meter base charge update
requirements to fund metering program and develop a long-term funding
strategy for key water infrastructures; and
• Investigate meter rates adjustment requirements to meet City’s long-term
financial needs.
EDUCATION & CULTURE
• Initiate a new pilot to reduce seasonal demand of multi-family and industrial,
commercial & institutional properties;
• Promote new lawn sprinkling regulation and update utilities website to inform
residents on the upcoming Metro Vancouver’s outdoor water use restriction; and
• Explore opportunities to reduce water consumption in major City facilities.
• Complete the development of servicing strategies for Guildford Town
Centre, Fleetwood and South Campbell Heights
BUILT ENVIRONMENT & NEIGHBOURHOODS
Drinking Water Pump Station
361
WATER
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
PERFORMANCE MEASURES
The following table identifies key performance measures that will assist the Water
Utility in tracking its progress and monitoring its contribution to building a sustainable
Surrey.
Performance Measures
(Sustainability Theme)
Budget
2021
Budget
2022 2023 2024 2025 2026
Water
Utility
% of single family homes on water
mains
(Built Environments &
Neighbourhoods)
79% 80% 81% 82% 83% 84%
Average winter residential water
consumption
(litres per capita per day)
(Built Environments &
Neighbourhoods)
243 240 240 237 237 237
Division Actual
2021
79%
243
362
WATER—FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Special Assessment (25)$ 13$ 189$ 201$ 104$ 110$ 104$ 109$
Taxation (25) 13 189 201 104 110 104 109
Sale of Goods and Services 82,183 88,025 85,238 88,368 92,826 100,336 109,584 119,786
Developer Contributions - - 2 2 2 2 2 2
Investment Income 513 167 257 128 217 311 411 512
Penalties and Interest 737 799 845 747 754 762 770 778
Grants, Donations and Other 479 524 346 520 525 530 535 540
Other Revenue 1,216 1,323 1,191 1,267 1,279 1,292 1,305 1,318
TOTAL REVENUE 83,887$ 89,528$ 86,877$ 89,966$ 94,428$ 102,051$ 111,406$ 121,727$
EXPENDITURE SUMMARY
Operational Expenditures 69,499$ 70,571$ 68,052$ 71,842$ 76,043$ 83,729$ 92,369$ 102,085$
TOTAL EXPENDITURE 69,499$ 70,571$ 68,052$ 71,842$ 76,043$ 83,729$ 92,369$ 102,085$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 8,572$ 15,854$ 12,688$ 11,299$ 11,699$ 11,144$ 10,677$ 10,563$
Transfers To/(From) Operating Sources 5,816 3,103 6,137 6,825 6,686 7,178 8,360 9,079
TOTAL TRANSFERS 14,388$ 18,957$ 18,825$ 18,124$ 18,385$ 18,322$ 19,037$ 19,642$
Surplus/(Deficit) -$ -$ -$ -$ -$ -$ -$ -$
- - - - - - - -
NET WATER -$ -$ -$ -$ -$ -$ -$ -$
Water Operations 25.6%
GVWD Purchases 60.8%
Capital 13.6%
363
WATER—UTILITY OPERATIONS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
2020 2021 2021 2022 2023 2024 2025 2026
PROGRAM SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Water (13,319)$ (18,143)$ (17,832)$ (17,346)$ (17,508)$ (17,137)$ (17,750)$ (18,241)$
(13,319)$ (18,143)$ (17,832)$ (17,346)$ (17,508)$ (17,137)$ (17,750)$ (18,241)$
ACCOUNT SUMMARY
Revenues
Sale of Goods and Services (82,183)$ (88,025)$ (85,238)$ (88,368)$ (92,826)$ (100,336)$ (109,584)$ (119,786)$
Transfers from Other Governments - - - - - - - -
Grants, Donations and Other (479) (524) (346) (520) (525) (530) (535) (540)
(82,662) (88,549) (85,584) (88,888) (93,351) (100,866) (110,119) (120,326)
Expenditures
Salaries and Benefits - - - 1,645 1,678 1,712 1,747 1,782
Operating Costs 60,788 61,870 59,100 62,919 67,128 74,808 83,271 92,808
Internal Services Used 12,113 10,550 12,363 11,230 11,267 11,307 11,533 11,763
Internal Services Recovered (997) (819) (625) (1,166) (1,190) (1,201) (1,225) (1,251)
External Recoveries (2,405) (1,030) (2,786) (2,786) (2,840) (2,897) (2,957) (3,017)
69,499 70,571 68,052 71,842 76,043 83,729 92,369 102,085
Net Operations Total (13,163) (17,978) (17,532) (17,046) (17,308) (17,137) (17,750) (18,241)
Transfers
To (From) Capital Sources (256) (165) (300) (300) (200) - - -
To (From) Operating Sources 100 - - - - - - -
(156) (165) (300) (300) (200) - - -
(13,319)$ (18,143)$ (17,832)$ (17,346)$ (17,508)$ (17,137)$ (17,750)$ (18,241)$
0
15,000
30,000
45,000
60,000
75,000
90,000
105,000
2020 Actual 2021 Actual 2021 Budget 2022 Budget
Water Departmental Operations($ 000's)
Revenues
Expenses
364
WATER—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
REVENUES
2021 ADOPTED BUDGET 86,877$
Taxation
Local Improvement ……………………………. 12$ 12
Sales & Services
Rate, Growth & Adjustments ……………………………. 3,130 3,130
Investment Income ……………………………. (129) (129)
Other Revenues
Penalties & Interest ……………………………. (98)
Other ……………………………. 174 76
Total Change in Revenue 3,089
2022 REVENUE BUDGET 89,966$
EXPENDITURES
2021 ADOPTED BUDGET 86,877$
Expenditures
Salaries and Benefits ……………………………. 1,645$
Operating Costs ……………………………. 3,819
Internal Services Used ……………………………. (1,133)
Internal Services Recovered ……………………………. (541)
External Recoveries - 3,790
Transfers To/(From) Capital Sources
Change in Non-Growth Capital Contributions ……………………………. (1,998)
Change in DCC Contributions (Municipal Assist Factor) ……………………………. 18
Change in Contributions to/from Reserves ……………………………. 591 (1,389)
Transfers To/(From) Operating Sources
Change in Contribution to Operating Fund ……………………………. 688 688,000
Total Change in Expenditures 3,089
2022 EXPENDITURE BUDGET 89,966$
2022 BUDGET -$
365
WATER—SIGNIFICANT CHANGES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
REVENUES
2022 ADOPTED BUDGET 89,966$
Local Improvements ……………………………. (92)$
Rate, Growth & Adjustments ……………………………. 31,418
Investment Income ……………………………. 384
Penalties and Interest ……………………………. 31
Other Revenue ……………………………. 20 31,761
2026 REVENUE BUDGET 121,727$
EXPENDITURES
2021 ADOPTED BUDGET 89,966$
Change in Operations ……………………………. 30,243 30,243
TRANSFERS
Change in Transfers To/(From) Capital Sources ……………………………. (736)
Change in Transfers To/(From) Operating Sources ……………………………. 2,254 1,518
2026 EXPENDITURE BUDGET 121,727$
2026 BUDGET -$
366
WATER BYLAW, 2021, NO. 20490
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
367
WATER BYLAW, 2021, NO. 20490
City of Surrey | 2022—2026 Financial Plan | Utilities Operating Fund | Water
CITY OF SURREY
Bylaw 20490 Schedule 1
Water Operating Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Other Property Value Taxes 201,000$ 104,000$ 110,000$ 104,000$ 109,000$
Revenues from Property Value Taxes 201,000 104,000 110,000 104,000 109,000
Taxation Revenues 201,000 104,000 110,000 104,000 109,000
Utilities Fees & Charges 88,368,000 92,826,000 100,336,000 109,584,000 119,786,000
Revenues from Fees 88,368,000 92,826,000 100,336,000 109,584,000 119,786,000
Developer Contributions 2,000 2,000 2,000 2,000 2,000
Investment Income 128,000 217,000 311,000 411,000 512,000
Utilities Operating 520,000 525,000 530,000 535,000 540,000
Utilities Penalties & Interest 747,000 754,000 762,000 770,000 778,000
Other Revenue 1,267,000 1,279,000 1,292,000 1,305,000 1,318,000
Revenues from Other Sources 1,397,000 1,498,000 1,605,000 1,718,000 1,832,000
TOTAL FUNDING SOURCES 89,966,000$ 94,428,000$ 102,051,000$ 111,406,000$ 121,727,000$
PROPOSED EXPENDITURES
Water Expenditures 71,842,000 76,043,000 83,729,000 92,369,000 102,085,000
TOTAL EXPENDITURES 71,842,000$ 76,043,000$ 83,729,000$ 92,369,000$ 102,085,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds 10,935,000 11,462,000 11,113,000 10,652,000 10,543,000
Transfers To/(From) Reserve Funds 364,000 237,000 31,000 25,000 20,000
Transfers To/(From) Capital Sources 11,299,000$ 11,699,000$ 11,144,000$ 10,677,000$ 10,563,000$
Transfers To/(From) Operating Sources 6,825,000$ 6,686,000$ 7,178,000$ 8,360,000$ 9,079,000$
TOTAL TRANSFERS BETWEEN SOURCES 18,124,000$ 18,385,000$ 18,322,000$ 19,037,000$ 19,642,000$
BALANCED BUDGET -$ -$ -$ -$ -$
368
CONTRIBUTION & EXPENDITURE OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Capital Program
The Capital Financial Plan allocates available financial resources to proposed
investments in capital.
Because Surrey is a growing city, its capital requirements are significant. Each year,
the City builds and acquires assets such as roads, parks and equipment. The City also
makes upgrades to existing infrastructure and replaces obsolete or worn-out
components.
Capital projects compete for limited financial resources. To prioritize these resources,
Council uses a Capital Planning and a Capital Ranking Process which are further
described in the Capital Planning Process section that follows.
CAPITAL FUNDING CONTRIBUTIONS
Capital expenditures have many different funding sources. The following graph
shows the mix of funding sources used over the last five years to fund the City of
Surrey’s Capital Program:
$0
$25
$50
$75
$100
$125
$150
$175
$200
$225
$250
$275
$300
$325
$350
$375
2018 2019 2020 2021 2022
Capital Funding Sources (in millions)
Internal/ External Borrowing
Sundry Sources
Operating Surplus
Reserve Funds
General Revenue
Development Cost Charges
370
CONTRIBUTION & EXPENDITURE OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Capital Program
NON-DISCRETIONARY CONTRIBUTIONS
Non-discretionary contributions to the capital program include those statutory
reserve funds that are restrictive in their intended use. These include the following:
• Deferred Development Cost Charges (Section 566 of the Local Government Act);
• Parkland Acquisition Reserve (Section 510 of the Local Government Act); and
• Parking Space Reserve (Section 525 of the Local Government Act).
The City requires developers to contribute to its future growth. This is achieved
through Development Cost Charges (“DCCs”), which requires developers to pay a
charge in order to develop new land. When the City collects these contributions, it
deposits them into the statutory reserve fund, as listed above, until the money can be
spent for the intended purpose.
In addition, development applicants must contribute a portion of their land, or a cash
payment in lieu of land, for parkland. When the City collects cash-in-lieu, it deposits
the funds in a statutory reserve fund, Parkland Acquisition Reserve, and may only use
it to purchase parkland.
Contributions collected in a given year can be included as a funding source in the
next and future year’s Capital Financial Plan. Each contribution can only be used for
the purpose for which it was collected. For instance, Water DCCs can only be spent
on a growth-related water infrastructure project.
DISCRETIONARY CONTRIBUTIONS
Discretionary contributions include appropriations of operating surplus, contributions
from operating financial plans, or less restrictive statutory reserve funds.
Operating Appropriated Surplus
Non-statutory reserves within operating funds are appropriations of surplus or
unappropriated surplus revenues which City Council can, by simple majority vote,
use for any capital or operating purpose.
Examples of these appropriations
include the following:
• Operating Contingency;
• Self Insurance; and
• Revenue Stabilization.
Clayton Park Trail
371
CONTRIBUTION & EXPENDITURE OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Capital Program
Other Statutory Reserve Funds
The Community Charter allows for the establishment of less restrictive statutory
reserve funds. One example is the Municipal Land Reserve. Legislation requires that
proceeds from the sale of parkland be deposited into a statutory reserve fund and can
only be used to purchase parkland. All other proceeds from land sales are deposited
into the Municipal Land Reserve as per Bylaw 6474.
Once the funds have been deposited, they may be used without restriction as long as
the planned expenditures are authorized by Council and meet with the intended
purpose set out in the bylaw. The City is also permitted to appropriate monies from
general operating funds and transfer amounts to a capital works reserve fund.
OTHER CONTRIBUTIONS
Other contributions are usually from sources external to the City which include the
following:
External Resources
External or sundry funding sources are contributions to capital projects from
individuals or external organizations, including senior governments.
These contributions vary from year to year in accordance with changes in government
grant programs and opportunities for private sector partnerships.
Some projects are dependent on these contributions in order to proceed.
Borrowing
Long-term borrowing limits for municipalities within the Province of BC are
determined by the criteria established under Section 174 of the Community Charter.
These borrowing limits are based on a municipality’s ability to service their debt.
Debt servicing limits are based on 25% of the following:
• The annual revenue, excluding reserve/capital and development revenues, for the
previous year; less
• The annual debt servicing costs including contingent liabilities.
For 2021, the City of Surrey’s calculated gross borrowing capacity was approximately
$2.3 billion based on the regulatory calculation defined by the Provincial government.
Actual outstanding consolidated external borrowing at December 31, 2021 was $357.0
million. Of this external borrowing, $311.6 million relates to City external borrowing
through the Municipal Finance Authority of British Columbia (“MFABC”). The City’s
cash re-payments of MFABC principal are held in a sinking fund administered by
MFABC. The sinking fund earns interest, known as actuarial earnings, through an
investment program managed by MFABC. In addition to the cash re-payments, the
actuarial earnings on the sinking fund are also applied as a reduction to the
outstanding loan balance.
372
CONTRIBUTION & EXPENDITURE OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Capital Program
Section 177 of the Community Charter
allows municipalities to undertake short-
term (up to five years) borrowing to pay
for capital projects. Total short-term
debt outstanding must not exceed $50
multiplied by the municipal population,
as certified by the Minister of Municipal
Affairs and Housing. The City’s
short-term capital borrowing capacity
for 2022 is $25.9 million. The approved
2022 - 2026 Financial Plan does not
contemplate utilizing this potential
source of funding.
Section 177 of the Community Charter
also allows municipalities to borrow
money to meet current year
expenditures, if required. This is known
as Revenue Anticipation borrowing and
is limited to 75% of all property taxes
imposed in the prior year. This also is
the first obligation a municipality must
repaid. Surrey’s Revenue Anticipation
borrowing capacity for 2022 is
approximately $701 million, although
the City’s authorized Revenue
Anticipation bylaw sets this borrowing
limit for 2022 at $50 million. There is no
provision in the current Financial Plan
for the anticipated usage of this
potential borrowing.
Overall, the City uses several
approaches to finance capital works:
“pay as you go”, internal borrowing,
and external borrowing.
Surrey continues to use a “pay as you
go” approach to finance a majority of its
capital works projects. The “pay as you
go” approach employed by Surrey has
two significant benefits, namely it:
• Preserves flexibility for the City by
allowing it to avoid fixed debt costs
and interest charges; and
• Is particularly appropriate in a
growing municipality where
development can be funded through
developer contributions and an
increased tax base.
The City undertook significant capital
investments to meet the needs of our
growing community. In order to fund
the capital projects under this program,
the City incurred both internal and
external debt.
CAPITAL EXPENDITURES
The capital program includes statutory and asset maintenance as well as new
projects.
Statutory and Asset Maintenance
Statutory and asset maintenance constitute the largest part of the capital program.
They are the ‘base’ expenditures required to preserve previous investments, replace
old or worn-out assets, and service growth.
These expenditures are funded by ongoing capital sources such as:
• Contributions from operating revenue;
• DCCs; and
• Sundry sources.
373
CONTRIBUTION & EXPENDITURE OVERVIEW
City of Surrey | 2022—2026 Financial Plan | Capital Program
Preservation of Previous Investments in Capital
Replacement of Worn-out or Obsolete Assets
Meeting the Demands of Growth
New Projects
Aging capital assets require more
maintenance and upkeep. Major
maintenance is designed to restore
assets to the state they were in when the
original investment was made. The need
to maintain assets often receives less
attention than the need for new facilities.
However, timely maintenance work is
important. Consider, for example, the
City’s extensive network of roads. Timely
road repaving allows the City to avoid
large scale rehabilitation work. Delaying
repaving merely defers an even larger
fiscal investment to future years.
Contributions from operating are
normally required to pay for this
maintenance work.
The City can save costs in the long run by
replacing aged assets instead of repairing
or maintaining them, as newer assets are
often more technologically-advanced and
energy efficient. Reserve Funds are one
source of funding used to pay for the
replacement of worn-out or obsolete
assets.
The reserves are established and
replenished by transferring funds from
general revenue. When management
decides an asset needs to be replaced, it
seeks budget authority through the
current year's budget process.
Each year the City’s population increases
as more people choose to call Surrey
their home. This increase results in
heightened demand on the City’s
financial resources to pay for facilities
and other capital infrastructure that
meets the City’s standards and is
acceptable to residents.
Construction of large facilities, such as
libraries, recreation centres, arenas,
indoor pools, and fire halls, involves a
significant capital investment and cannot
be funded in the same way as statutory
and asset maintenance projects. There
are always more potential projects than
there is available funding.
Many proposed projects compete for the
City’s limited resources. The City’s capital
planning process helps to prioritize these
new projects, with Council central to the
decision process.
Surrey'spopulation,asofDecember2021,isestimatedat591,702residentswithagrowthrateexpectedof1.8%overthe
next iveyears.
374
CAPITAL PLANNING PROCESS
City of Surrey | 2022—2026 Financial Plan | Capital Program
Surrey has grown significantly over the last few decades, evolving from a primarily
agricultural community to a largely urban residential and business region. This change
has increased the City’s portfolio of public responsibilities. Historically, Council made
capital planning decisions based on the recommendations of Finance staff, which were
in turn, based on evaluation of the relative merit of projects described in departmental
planning documents. Finance attempts to distribute capital resources fairly among
departments and geographic regions.
This approach was effective when the City was relatively small. As the City has grown,
it has put into place a more formal capital planning process. The formal process,
depicted below is used to develop a Long-Term Capital Plan (“LTCP”).
COMPILE & CLASSIFY PROJECTS
Large Scale Capital
SEEK GUIDANCE
CITIZENS
Capital Planning Model
Project Ranking
Preliminary Long-Term Capital Plan (LTCP)
Council
Direction
Departmental Plans
Council Debate
& Direction
Adopted LTCP
Council Decision
Council Priorities
Projects Not Ranked
Sustaining
Capital
IT Assets,
Fleet
Statutory
Reserve
Sewer,
Water, DCCs
Long-Term Capital Maintenance Plans
375
CAPITAL PLANNING PROCESS
City of Surrey | 2022—2026 Financial Plan | Capital Program
CAPITAL RANKING PROCESS
The City’s Capital Ranking Process separates projects into four categories:
1) Council Priorities
Projects that Council deems to be high priority.
2) Sustaining Capital
Small-scale projects designed to maintain the City’s existing infrastructure, such as
investments in information technology, building renovations and the purchase of
furniture and equipment.
3) Capital From Statutory Reserve Funds
Improvements to and expansions of sewer, water, and road systems funded by DCCs
and other reserve funds.
4) Large Scale Capital
A selection of proposed large scale capital projects. The model uses six criteria:
• Purpose;
• Consistency with Master Plans;
• Technical feasibility;
• Economic benefit;
• Social and environmental quality; and
• Availability of funding.
Newton Athletic Park
Nicomekl River Bridge Replacement and other Improvements
376
RANKED CAPITAL PROJECTS
City of Surrey | 2022—2026 Financial Plan | Capital Program
Ranked Capital Projects include large-scale capital projects such as recreation facilities,
arenas, sports fields, parks construction and upgrades, and arts & culture amenities.
These projects are funded by various sources including External Borrowing,
contributions from General Operating, Community Amenity Contributions, External
Contributions (Grants), City Reserves, and B.C. Gaming Revenue. During the 2021 fiscal
year, $150.6 million in External Borrowing, accessed through the MFABC Long-Term
Borrowing program, was acquired for three major projects. These are the Newton
Community Centre & Land Acquisition, City Centre Sports Complex, and the Cloverdale
Sport and Ice Complex (commencing in 2022).
The table below documents the Ranked Capital Projects funding requirements for 2022.
The pages that follow provide a detailed description for each of the above Ranked
Capital Projects.
PROPOSED RANKED CAPITAL PROJECTS
(in thousands) 2022
Newton Community Centre (Total $100.0M) $37,000
Cloverdale Sport and Ice Complex (Total $55.1M) $32,000
Bear Creek Park Athletics Centre (Total $27.5M) $12,800
Bus Layover Facility $10,200
Surrey Police Service Capital & Transition Requirements (Total $64.7M) $5,400
Police Training Facility $4,000
Artificial Turf Field Replacements at Five Locations (Total $4.0M) $2,000
NCP Funded Parks Projects $1,900
North Surrey Outdoor Sport Facility (Total $3.7M) $1,700
Newton Artificial Turf Field & Washroom/ Changeroom (Total $5.5M) $1,100
Community Park in Fleetwood $1,000
Tamanawis Park—Third Field Hockey Turf Field & Changeroom $1,000
Nicomekl Riverfront Park (Total $19.5M) $600
Crescent Park Pickleball Courts $600
Park Improvements $500
Surrey Arts Centre Renovation $350
Outdoor Volleyball Courts (Total $0.3M) $100
377
RANKED CAPITAL PROJECTS
City of Surrey | 2022—2026 Financial Plan | Capital Program
The following section provides a description of the 2022 Ranked Capital Projects that
were approved by Council during the budget process.
NEWTON COMMUNITY CENTRE
The initial $100 million investment will fund a contract award for an aquatic component
which will include a 50-metre swimming pool. The facility will offer length swimming,
swimming lessons, aquafit, seniors programming, a drop-in leisure pool, a hot tub and
multi-purpose space.
The facility will also be designed to integrate additional amenities to meet growing
community needs. A future contract, currently unfunded, will include recreation and
culture amenities. Once completed, the community centre will offer, in addition to the
pool, multiple components including a fitness centre and spaces for recreation and
cultural programs and services. Spaces will be designed for arts, seniors, youth,
fitness and may also include gymnasium and licensed childcare spaces. The grounds
will offer passive and active spaces both sheltered and unsheltered for all ages to
enjoy. The City will continue to seek funding from other levels of government in 2022,
to support this enhanced facility development.
CLOVERDALE SPORT AND ICE COMPLEX
This facility will provide additional ice in Cloverdale to meet the community’s needs for
ice hockey, figure skating, public lessons, skating sessions and dry-floor summer use
for sports such as lacrosse and ball hockey. The Sport and Ice Twin Sheet in
Cloverdale will serve the community with additional ice sports and programming as
well adding Surrey ice capacity overall.
Grandview Heights Aquatic Centre
Cloverdale Arena
378
RANKED CAPITAL PROJECTS
City of Surrey | 2022—2026 Financial Plan | Capital Program
BEAR CREEK PARK ATHLETICS CENTRE
This project will upgrade the existing track at Bear Creek Park and bring the facility up
to international standards. The improvements will accommodate a full range of track
and field sports including javelin, discus, shot put, long jump and triple jump. The new
facility will be designed to support sport and community event hosting and will replace
the existing wooden bleachers with a modern 2,200 seat covered grandstand. The new
athletics centre will provide changeroom and public washroom facilities to serve all of
Bear Creek Park.
BUS LAYOVER FACILITY
City of Surrey’s planned downtown is expected to grow and transform into a major
regional centre over the next 20 years. Centre Block will result in an iconic office,
commercial, and institutional development in the civic heart of Surrey City Centre and
the Central Business District. To advance Centre Block, the City is working to construct
a new Bus Layover Facility just west of University Boulevard, which will allow the
existing bus exchange to be decommissioned and provide the City the ability to
acquire a portion of this currently encumbered land and incorporate it into the Centre
Block development application.
Track Concept Image
Centre Block Concept
379
RANKED CAPITAL PROJECTS
City of Surrey | 2022—2026 Financial Plan | Capital Program
SURREY POLICE SERVICE CAPITAL & TRANSITION REQUIREMENTS
Policing services in Surrey are now transitioning from the RCMP to the Surrey Police
Service (“SPS”). The Policing Transition department continues to plan and procure
one-time investments to replace key components of existing Surrey RCMP
infrastructure and equipment. These investments include information & technology
equipment, police uniforms and kits, office equipment, and fleet transition costs.
One-time transition requirements also include consulting, facilities, fleet, human
resources, information & technology, and legal costs.
POLICE TRAINING FACILITY
The Surrey Police Service requires a facility to host police training, including an indoor
firearms range, classrooms, and other reality-based training spaces. An existing city
owned facility will be retrofitted to accommodate these police training requirements.
The facility upgrades are expected to be completed in phases, with the first phase
focusing on firearms training.
ARTIFICIAL TURF FIELD REPLACEMENTS AT FIVE LOCATIONS
This project will provide for the replacement of existing artificial turf field surfaces
across the City to ensure that these well-used fields meet safety requirements for users
and satisfy the ongoing demand for this amenity. Planned replacements in 2022 are
Newton Athletic Park (Field 3), Newton Athletic Park (Field 1), and South Surrey
Athletic Park (Field 9). Replacements at Hjorth Road Park (Field 1) and Cloverdale
Athletic Park (Field 3) were completed in 2021.
NCP FUNDED PARK PROJECTS—2022
This funding is allocated towards the development of park amenities in City Centre,
East Clayton, and West Clayton.
Hjorth Road Park Turf Field
380
RANKED CAPITAL PROJECTS
City of Surrey | 2022—2026 Financial Plan | Capital Program
NORTH SURREY OUTDOOR SPORT FACILITY
This project is for the planning, design, and construction of a new outdoor sport facility
in Whalley including grass field, bleachers, and fieldhouse.
NEWTON ARTIFICAL TURF FIELD & WASHROOM/CHANGEROOM
This project includes construction of a new artificial turf field and changeroom/
washroom in the Newton area to meet the on-going demand for this amenity. The new
field is approximately 90% complete. Detailed design and construction of the
changeroom/washroom building will commence in 2022.
COMMUNITY PARK IN FLEETWOOD
The development of a new community park in Fleetwood will greatly improve the
availability of park amenities for existing and future residents in the community.
Newton Athletic Park Turf Field
Fleetwood Park
381
RANKED CAPITAL PROJECTS
City of Surrey | 2022—2026 Financial Plan | Capital Program
TAMANAWIS PARK—THIRD FIELD HOCKEY TURF FIELD & CHANGEROOM
This project includes the design and installation of a third artificial turf field and
expanded changeroom capacity at Tamanawis Park. These investments would further
enhance Tamanawis Park as a destination facility for Field Hockey tournaments.
Additional parking spaces to support this amenity will require funding as part of a
future phase of development in the park.
NICOMEKL RIVERFRONT PARK
The City is planning a complete park system along the south bank of the Nicomekl
River to create a conservation-oriented riverfront park that integrates ecological
improvements, public access, new amenities, public art, heritage, and infrastructure
with natural spaces and habitat corridors. The project is significant for its connection
to the City’s Coastal Flood Adaptation Strategy and securing of grant funding through
the Government of Canada’s Disaster Mitigation Adaptation Fund.
Tamanawis Park Turf Field
Nicomekl Riverfront Park
382
RANKED CAPITAL PROJECTS
City of Surrey | 2022—2026 Financial Plan | Capital Program
CRESCENT PARK PICKLEBALL COURTS
This project is for the design and installation of new, dedicated pickleball courts at
Crescent Park.
PARK IMPROVEMENTS
This project supports the ongoing repair and renovation of existing amenities in parks
and the development of smaller amenities in parks.
SURREY ARTS CENTRE RENOVATION
This project is for the renovation of the Surrey Arts Centre to maintain and improve the
facility’s accessibility and operations. Learning, production, and presentation spaces
will also be upgraded.
OUTDOOR VOLLEYBALL COURTS
This project is for the design and construction of new outdoor volleyball courts.
Pickleball Match
Clayton Park Trail
383
RANKED CAPITAL PROJECTS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
FUNDING AVAILABLE 2022 2023 2024 2025 2026
Contribution from Operating Funds 84,529$ 85,489$ 96,262$ 88,001$ 77,351$
Other Appropriations - Green City 1,500 1,500 1,500 1,500 1,500
Other Reserve Funds 37,118 13,853 15,121 13,277 16,347
Non-Discretionary Contributions 92,225 101,407 104,007 97,179 104,345
External Contributions 36,411 46,508 33,240 27,080 24,726
Borrowing Proceeds 20,600 - - - -
Community Amenity Contribution Reserve 46,000 11,000 11,000 12,000 12,000
Unidentified - Budget Authority 50,000 50,000 50,000 50,000 50,000
368,383 309,755 311,131 289,037 286,268
Less: Base Capital Funding
Land Acquisition 40,402 30,957 31,712 32,467 32,717
Sundry & Contingency 2,280 1,679 46 2,129 20,992
Facilities Maintenance 4,000 4,000 4,000 4,000 4,000
Other Capital Improvements 148,151 170,858 168,747 154,527 154,127
Equipment 21,501 17,111 18,227 16,908 19,932
Unidentified - Budget Authority 50,000 50,000 50,000 50,000 50,000
266,333 274,605 272,731 260,031 281,768
102,050$ 35,150$ 38,400$ 29,006$ 4,500$
RANKED PROJECTS - CAPITAL EXPENDITURES
Buildings
Archives/1912 Hall Renovation - - 5,000 - -
City Centre Sports Complex- Phase 2 Design - - 500 - -
Cloverdale Sport & Ice Complex 32,000 13,000 10,000 - -
Fleetwood Firehall#6 Relocation - 250 7,000 7,000 -
Interactive Art Museum - City Centre - - 2,800 12,200 -
Newton Community Centre 37,000 - - - -
Police Training Facility 4,000 - - - -
Semiahmoo Art Studios - 500 - - -
Surrey Arts Centre Renovation 350 - - - -
73,350 13,750 25,300 19,200 -
Other Capital Improvements
Artificial Turf Field Replacements at Five Locations 2,000 - - - -
Bear Creek Park Athletics Centre 12,800 7,900 - - -
City Centre Spray Park & Courts - 2,000 - - -
Community Park in Fleetwood 1,000 - - - -
Crescent Park Pickleball Courts 600 - - - -
Disc Golf at Port Mann Park - - - 2,126 -
Grandview Heights Community Park - Phase 1 - - - 2,880 -
NCP Funded Park Projects 1,900 - - - -
New Park Washrooms - 750 - - -
Newton Artificial Turf & Washroom/Changeroom 1,100 - - - -
Nicomekl Riverfront Park 600 1,600 1,600 3,300 4,000
North Surrey Outdoor Sport Facility 1,700 - - - -
Outdoor Volleyball Courts 100 - - - -
Park Improvements 500 500 500 500 500
Pop-up Heritage Displays - 150 - - -
Sport Facility Site Development - - - 1,000 -
SPS Capital & Transition Requirements 5,400 5,000 5,000
Tamanawis Park- Third Field Hockey Turf Field and Changeroom 1,000 3,500 1,200 - -
Unwin Community Park - - 4,800 - -
28,700 21,400 13,100 9,806 4,500
102,050$ 35,150$ 38,400$ 29,006$ 4,500$
384
RANKED CAPITAL PROJECTS
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
RANKED PROJECTS—OPERATING IMPACT
When reviewing the City’s Capital Ranked projects, any impacts to the future
operating revenues and expenditures are considered. Operating impacts typically
relate to the operation and maintenance of assets put into service. The following
illustrates the net new additional impact to the operating budgets for the year
identified:
RANKED PROJECTS - OPERATING IMPACT 2022 2023 2024 2025 2026
Buildings
Archives/1912 Hall Renovation Annual operating costs 150
City Centre Sports Complex - Phase 1 Annual operating costs 1,200
Cloverdale Sport & Ice Complex Annual operating costs 1,000
Fleetwood Firehall# 6 Relocation No impact to operating budget
Interactive Art Museum - City Centre Annual operating costs 150
Newton Community Centre Annual operating costs 1,075 3,225
Police Training Facility No impact to operating budget
Semiahmoo Art Studios Annual operating costs 25
Surrey Arts Centre Renovation Annual operating costs 50
Other Capital Improvements
Artificial Turf Field Replacements at Five Locations Annual operating costs 24 36
Bear Creek Park Athletics Centre Annual operating costs 142
City Centre Spray Park & Courts Annual operating costs 21
Community Park in Fleetwood No impact to operating budget
Crescent Park Pickleball Courts Annual operating costs 3
Disc Golf at Port Mann Park Annual operating costs 25
Grandview Heights Community Park - Phase 1 Annual operating costs 129
NCP Funded Park Projects Annual operating costs 84 84 66
New Park Washrooms Annual operating costs 37 73
Newton Artificial Turf & Washroom/Changeroom Annual operating costs 16 16 16
Nicomekl Riverfront Park Annual operating costs 264 264
North Surrey Outdoor Sport Facility Annual operating costs 58 58
Outdoor Volleyball Courts Annual operating costs 2 3
Park Improvements No impact to operating budget
Pop-up Heritage Displays No impact to operating budget
Sport Facility Site Development No impact to operating budget
SPS Capital & Transition Requirements No impact to operating budget
Tamanawis Park - Third Field Hockey Turf Field and Change Annual operating costs 25
Unwin Community Park Annual operating costs 134
139$ 238$ 1,501$ 5,009$ 1,568$
385
2022 CAPITAL PROGRAM PROPERTY ACQUISITIONS & BUILDINGS (in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
DCC OTHER
OPERATING EXTERNAL DEBT/ RESERVE RESERVE 2022
REVENUE SOURCES OTHER FUNDS FUNDS BUDGET
PROPERTY ACQUISITION
2022 Program
Parks, Recreation & Culture Services
Parkland Acquisition 202$ -$ -$ 20,000$ 10,000$ 30,202$
202 - - 20,000 10,000 30,202
General Corporate
Bus Layover Facility - - - - 10,200 10,200
- - - - 10,200 10,200
202$ -$ -$ 20,000$ 20,200$ 40,402$
BUILDINGS
2022 Program
General Corporate
Corporate Renovations 4,000$ -$ -$ -$ -$ 4,000$
4,000 - - - - 4,000
Parks, Recreation & Culture Services
Cloverdale Sport & Ice Complex 6,400 - 20,600 - 5,000 32,000
Newton Community Centre - - - - 37,000 37,000
Surrey Arts Centre Renovation 350 - - - - 350
6,750 - 20,600 - 42,000 69,350
Protective Services
Police Training Facility 4,000 - - - - 4,000
4,000 - - - - 4,000
SUNDRY & CONTINGENCY
2022 Program
Sundry & Contingency 79 - - - 2,200 2,279
79 - - - 2,200 2,279
14,829$ -$ 20,600$ -$ 44,200$ 79,629$
386
2022 CAPITAL PROGRAM OTHER CAPITAL IMPROVEMENTS & EQUIPMENT
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
DCC OTHER
OPERATING EXTERNAL DEBT/ RESERVE RESERVE 2022
REVENUE SOURCES OTHER FUNDS FUNDS BUDGET
OTHER CAPITAL IMPROVEMENTS
2022 Program
Engineering Services
Drainage Services 7,103$ 14,736$ -$ 10,276$ 120$ 32,235$
Growth Related Roads & Traffic 357 6,146 - 35,297 - 41,800
Non-Growth Related Roads & Traffic 15,080 - - - - 15,080
Sewer Services 7,513 - - 6,847 - 14,360
Surrey City Energy System 10,158 - - - - 10,158
TransLink - 15,529 - - - 15,529
Water Services 8,160 - - 5,955 - 14,115
48,371 36,411 - 58,375 120 143,277
Parks, Recreation & Culture Services
Artificial Turf Field Replacements at Five Locations - - - - 2,000 2,000
Base Program 2,507 - - 750 - 3,257
Bear Creek Park Athletics Centre 3,800 - - - 9,000 12,800
City Beautification - Green City 1,500 - - - - 1,500
Community Park in Fleetwood - - - - 1,000 1,000
Crescent Park Pickleball Courts 600 - - - - 600
Natural Habitat Enhancement - - - - 120 120
Newton Turf & Washroom/Changeroom 1,100 - - - - 1,100
Nicomekl Riverfront Park 600 - - - - 600
North Surrey Outdoor Sport Facility 1,700 - - - - 1,700
Outdoor Volleyball Courts 100 - - - - 100
Park Improvements 500 - - - - 500
NCP Funded Park Projects - - - - 1,900 1,900
Tamanawis Park - Third Field Hockey Turf Field 1,000 - - - - 1,000
13,407 - - 750 14,020 28,177
61,778$ 36,411$ -$ 59,125$ 14,140$ 171,454$
EQUIPMENT
2022 Program
General Corporate
Corporate Technology 250$ -$ -$ -$ 5,500$ 5,750$
Library Furniture and Equipment 2,000 - - - 100 2,100
Public Works Fleet Equipment 440 - - - 4,000 4,440
Furniture and Office Equipment 100 - - - - 100
Corporate Security 250 - - - - 250
3,040 - - - 9,600 12,640
Parks, Recreation & Culture Services
PRC Minor Equipment 125 - - - 350 475
125 - - - 350 475
Protective Services
Fire Small Equipment Purchases 150 - - - 100 250
Fire Vehicles & Equipment - - - - 5,353 5,353
Surrey Police Service Equipment - - - - 2,275 2,275
Surrey Police Service Capital & Transition Requirements 5,400 - - - - 5,400
5,550 - - - 7,728 13,278
Utilities
Parking Equipment 508 - - - - 508
508 - - - - 508
9,223$ -$ -$ -$ 17,678$ 26,901$
387
5-YEAR CAPITAL PLAN—FINANCIAL SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
2020 2021 2021 2022 2023 2024 2025 2026
REVENUE SUMMARY ACTUAL ACTUAL BUDGET BUDGET PLAN PLAN PLAN PLAN
Development Cost Charges 55,377$ 44,991$ 124,236$ 129,198$ 144,143$ 148,797$ 137,863$ 149,850$
CAC & Bonus Density Revenue 1,108 29,476 2,350 46,000 11,000 11,000 12,000 12,000
NCP developer contributions 5,910 11,163 5,321 3,100 200 2,200 2,180 200
Devel Contrib - 5% in lieu Parkland 4,321 4,812 - 10,000 10,250 10,500 10,750 11,000
Developer Contributed TCAs 138,603 160,616 100,000 100,000 100,000 100,000 100,000 100,000
Developer/Sundry Contribution 5,989 2,153 - - - - - -
Developer Contributions 155,931 208,220 107,671 159,100 121,450 123,700 124,930 123,200
Federal/Provincial Government Transfers 2,850 8,127 38,602 20,882 28,691 15,400 11,628 13,189
TransLink Contribution to Capital 6,146 8,304 43,700 15,529 17,817 17,840 15,452 11,537
Transfers from Other Governments 8,996 16,431 82,302 36,411 46,508 33,240 27,080 24,726
Borrowing Proceeds - 150,600 130,000 20,600 - - - -
TOTAL REVENUE 220,304$ 420,242$ 444,209$ 345,309$ 312,101$ 305,737$ 289,873$ 297,776$
EXPENDITURE SUMMARY
Amortization 136,354$ 142,707$ 142,206$ 144,029$ 145,204$ 148,779$ 148,602$ 147,489$
Capital Expenditures - Current & Prior Year 244,586 211,542 510,721 478,898 402,682 404,470 375,748 372,149
Capital Expenditures - Contributed TCAs 138,603 160,616 100,000 100,000 100,000 100,000 100,000 100,000
TOTAL EXPENDITURE 519,543$ 514,865$ 752,927$ 722,927$ 647,886$ 653,249$ 624,350$ 619,638$
TRANSFERS SUMMARY
Transfers To/(From) Capital Sources 25,720 149,452 (257,218) (326,118) (284,285) (296,012) (282,977) (270,362)
Transfers To/(From) Operating Sources (324,959) (244,075) (1,500) (1,500) (1,500) (1,500) (1,500) (1,500)
Unspecified Capital Budget Authority - - (50,000) (50,000) (50,000) (50,000) (50,000) (50,000)
TOTAL TRANSFERS (299,239)$ (94,623)$ (308,718)$ (377,618)$ (335,785)$ (347,512)$ (334,477)$ (321,862)$
NET CAPITAL -$ -$ -$ -$ -$ -$ -$ -$
388
5-YEAR CAPITAL PROGRAM—EXECUTIVE SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
Community Amenity Contribution Reserve 46,000$ 11,000$ 11,000$ 12,000$ 12,000$ 92,000$
Contribution from Operating 84,529 85,489 96,262 88,001 77,351 431,632
Other Appropriations - Green City 1,500 1,500 1,500 1,500 1,500 7,500
Other Reserve Funds 37,118 13,853 15,121 13,277 16,347 95,716
169,147 111,841 123,883 114,778 107,198 626,847
Non-Discretionary Contributions
DCC Reserve Funds 79,125 90,957 91,307 84,249 93,145 438,783
NCP Reserve Funds 3,100 200 2,200 2,180 200 7,880
Other Statutory Reserve Funds 10,000 10,250 10,500 10,750 11,000 52,500
92,225 101,407 104,007 97,179 104,345 499,163
Other Contributions
External Borrowing 20,600 - - - - 20,600
External Sources 36,411 46,508 33,240 27,080 24,726 167,965
57,011 46,508 33,240 27,080 24,726 188,565
Unidentified - Budget Authority (not funded 50,000 50,000 50,000 50,000 50,000 250,000
Total Current Year's Contributions 368,383 309,756 311,131 289,037 286,269 1,564,575
Carry Fwd from Previous Years 110,515 92,927 93,339 86,711 85,881 469,372
478,898$ 402,682$ 404,470$ 375,748$ 372,149$ 2,033,948$
EXPENDITURE SUMMARY
Capital Renewal & Maintenance
Buildings 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 20,000$
Equipment 21,501 17,111 18,227 16,908 19,932 93,679
Other Capital Improvements 148,151 170,858 168,747 154,527 154,127 796,411
Land Acquisition 40,402 30,957 31,712 32,467 32,717 168,255
Sundry & Contingency 2,279 1,679 45 2,130 20,992 27,125
216,333 224,605 222,731 210,031 231,769 1,105,469
Ranked Projects
Buildings 73,350 13,750 25,300 19,200 - 131,600
Other Capital Improvements 28,700 21,400 13,100 9,806 4,500 77,506
102,050 35,150 38,400 29,006 4,500 209,106
Unidentified - Budget Authority (not funded 50,000 50,000 50,000 50,000 50,000 250,000
Total Current Year's Expenditures 368,383 309,755 311,131 289,037 286,269 1,564,575
Carry Fwd from Previous Years 110,515 92,927 93,339 86,711 85,881 469,372
478,898$ 402,682$ 404,470$ 375,748$ 372,149$ 2,033,948$
389
5-YEAR CAPITAL PROGRAM—CONTRIBUTION SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
Community Amenity Contribution Reserve
CAC & Bonus Density Contributions 46,000$ 11,000$ 11,000$ 12,000$ 12,000$ 92,000$
46,000 11,000 11,000 12,000 12,000 92,000
Contributions from Operating
Drainage 7,103 10,109 11,616 14,017 13,731 56,576
Energy 10,158 7,463 17,637 14,754 6,789 56,801
General 35,654 34,669 34,290 26,506 23,842 154,961
Parking 508 174 21 46 - 748
Roads 15,433 16,601 15,633 15,241 16,025 78,933
Sewer 7,513 7,313 7,905 8,277 8,139 39,147
Water 8,160 9,160 9,160 9,160 8,825 44,465
84,529 85,489 96,262 88,001 77,351 431,631
Operating Appropriated Surplus
Other Appropriations - Green City 1,500 1,500 1,500 1,500 1,500 7,500
Other Reserve Funds
Environmental Stewardship 240 240 240 240 240 1,200
Municipal Land Reserve 17,400 - - - - 17,400
Vehicles & Equipment 19,478 13,613 14,881 13,037 16,107 77,116
37,118 13,853 15,121 13,277 16,347 95,716
169,147 111,841 123,883 114,778 107,198 626,847
390
5-YEAR CAPITAL PROGRAM—CONTRIBUTION SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Non-Discretionary Contributions
City-Wide DCC Reserve Funds Arterial Roads 28,373 33,517 32,744 30,027 32,432 157,092
Drainage 8,984 8,984 8,984 4,362 4,362 35,676
Major Collector Roads 6,506 6,509 6,358 5,831 6,459 31,663
Parkland 20,000 20,500 21,000 21,500 21,500 104,500
Parkland Development 750 775 800 825 825 3,975
Sewer 6,847 9,705 9,752 10,035 10,045 46,382
Water 5,955 5,955 5,955 5,955 5,955 29,775
Area Specific DCC Reserve Funds Anniedale Tynehead - - - - 4,148 4,148
Campbell Heights - - - - 1,460 1,460
Darts Hill 1,292 1,292 1,292 1,292 1,292 6,460
City Centre 418 2,237 2,237 2,237 2,237 9,366
Redwood Heights - 1,484 1,484 1,484 1,484 5,936
West Clayton - - 702 702 946 2,350
79,125 90,957 91,307 84,249 93,145 438,783
NCP Reserve Funds
Fire 100 100 100 100 100 500
Library 100 100 100 100 100 500
Parks 2,900 - 2,000 1,980 - 6,880
3,100 200 2,200 2,180 200 7,880
Other Statutory Reserve Funds
Parkland Acquisition 10,000 10,250 10,500 10,750 11,000 52,500
10,000 10,250 10,500 10,750 11,000 52,500
92,225 101,407 104,007 97,179 104,345 499,163
Other Contributions
External Sources
Federal/Provincial Contribution 20,882 28,691 15,400 11,628 13,189 89,790
TransLink 15,529 17,817 17,841 15,451 11,537 78,175
36,411 46,508 33,240 27,080 24,726 167,965
Other Sources
External Borrowing 20,600 - - - - 20,600
20,600 - - - - 20,600
57,011 46,508 33,240 27,080 24,726 188,565
Unidentified - Budget Authority (not funded) 50,000 50,000 50,000 50,000 50,000 250,000
368,383$ 309,755$ 311,131$ 289,037$ 286,269$ 1,564,575$
391
5-YEAR CAPITAL PROGRAM—EXPENDITURE SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
EXPENDITURE SUMMARY 2022 2023 2024 2025 2026
5 YEAR
PROGRAM
Capital Renewal & Maintenance
Buildings
Facilities Maintenance 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 20,000$
Equipment
General Corporate 12,640 12,700 12,950 13,700 13,950 65,940
Parks, Recreation & Culture 475 475 475 475 475 2,375
Parking Services 508 174 21 46 - 748
Protective Services 7,878 3,763 4,781 2,687 5,507 24,616
21,501 17,111 18,227 16,908 19,932 93,679
Land Acquisition
Bus Layover Facility 10,200 - - - - 10,200
Parkland Acquisition 30,202 30,957 31,712 32,467 32,717 158,055
40,402 30,957 31,712 32,467 32,717 168,255
Other Capital Improvements
Drainage Services 32,235 38,473 35,661 29,759 29,798 165,926
Parks, Recreation & Culture 4,878 4,903 4,928 4,954 4,953 24,616
Roads & Transportation 72,405 86,995 76,857 70,741 74,252 381,251
Sewer Services 14,360 17,910 18,549 19,204 21,040 91,061
Surrey City Energy 10,158 7,463 17,637 14,754 6,789 56,801
Water Services 14,115 15,115 15,115 15,115 17,296 76,756
148,151 170,858 168,747 154,527 154,127 796,411
Sundry & Contingency 2,279 1,679 45 2,130 20,992 27,125
216,333 224,605 222,731 210,031 231,769 1,105,469
392
5-YEAR CAPITAL PROGRAM—EXPENDITURE SUMMARY
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
EXPENDITURE SUMMARY 2022 2023 2024 2025 2026
5 YEAR
PROGRAM
Ranked Projects
Buildings
Archives/1912 Hall Renovation - - 5,000 - - 5,000
City Centre Sports Complex - Phase 2 Design - - 500 - - 500
Cloverdale Sport & Ice Complex 32,000 13,000 10,000 - - 55,000
Fleetwood Firehall #6 Relocation - 250 7,000 7,000 - 14,250
Interactive Art Museum - City Centre - - 2,800 12,200 - 15,000
Newton Community Centre 37,000 - - - - 37,000
Police Training Facility 4,000 - - - - 4,000
Semiahmoo Art Studios - 500 - - - 500
Surrey Arts Centre Renovation 350 - - - - 350
73,350 13,750 25,300 19,200 - 131,600
Other Capital Improvements
Artificial Turf Field Replacements at Five Locations 2,000 - - - - 2,000
Bear Creek Park Athletics Centre 12,800 7,900 - - - 20,700
City Centre Spray Park & Courts - 2,000 - - - 2,000
Community Park in Fleetwood 1,000 - - - - 1,000
Crescent Park Pickleball Courts 600 - - - - 600
Disc Golf at Port Mann Park - - - 2,126 - 2,126
Grandview Heights Community Park - Phase 1 - - - 2,880 - 2,880
NCP Funded Park Projects 1,900 - - - - 1,900
New Park Washrooms - 750 - - - 750
Newton Artificial Turf & Washroom/Changeroom 1,100 - - - - 1,100
Nicomekl Riverfront Park 600 1,600 1,600 3,300 4,000 11,100
North Surrey Outdoor Sport Facility 1,700 - - - - 1,700
Outdoor Volleyball Courts 100 - - - - 100
Park Improvements 500 500 500 500 500 2,500
Pop-up Heritage Displays - 150 - - - 150
Sport Facility Site Development - - - 1,000 - 1,000
SPS Capital & Transition Requirements 5,400 5,000 5,000 - - 15,400
Tamanawis Park - Third Field Hockey Turf Field and Changeroom 1,000 3,500 1,200 - - 5,700
Unwin Community Park - - 4,800 - - 4,800
28,700 21,400 13,100 9,806 4,500 77,506
102,050 35,150 38,400 29,006 4,500 209,106
Unidentified - Budget Authority (not funded) 50,000 50,000 50,000 50,000 50,000 250,000
368,383$ 309,755$ 311,131$ 289,037$ 286,269$ 1,564,575$
393
5-YEAR CAPITAL PROGRAM—GENERAL CORPORATE
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
Contributions from Operating
Current Year`s Contribution - General 7,119$ 8,529$ 6,895$ 9,480$ 16,342$ 48,365$
7,119 8,529 6,895 9,480 16,342 48,365
Other Reserve Funds
Muncipal Land Reserve 12,400 - - - - 12,400
Vehicles & Equipment 9,500 9,750 10,000 10,250 10,500 50,000
21,900 9,750 10,000 10,250 10,500 62,400
29,019 18,279 16,895 19,730 38,842 122,765
Non-Discretionary Contributions
NCP Reserve Funds
Library 100 100 100 100 100 500
100 100 100 100 100 500
Unidentified - Budget Authority (not funded) 50,000 50,000 50,000 50,000 50,000 250,000
79,119$ 68,379$ 66,995$ 69,830$ 88,942$ 373,265$
EXPENDITURE SUMMARY
Capital Renewal & Maintenance
Buildings
Facilities Maintenance 4,000$ 4,000$ 4,000$ 4,000$ 4,000$ 20,000$
4,000 4,000 4,000 4,000 4,000 20,000
Equipment
Corporate Security 250 250 250 250 250 1,250
Information Technology 5,750 6,000 6,000 6,500 6,500 30,750
Library 2,100 2,100 2,100 2,100 2,100 10,500
Office Equipment 100 100 100 100 100 500
Public Works Fleet Equipment 4,440 4,250 4,500 4,750 5,000 22,940
12,640 12,700 12,950 13,700 13,950 65,940
Sundry & Contingency 2,279 1,679 45 2,130 20,992 27,125
2,279 1,679 45 2,130 20,992 27,125
18,919 18,379 16,995 19,830 38,942 113,065
Land Acquisition
Land Acquisition
Bus Layover Facility 10,200 - - - - 10,200
10,200 - - - - 10,200
Unspecified - Budget Authority 50,000 50,000 50,000 50,000 50,000 250,000
79,119$ 68,379$ 66,995$ 69,830$ 88,942$ 373,265$
394
5-YEAR CAPITAL PROGRAM—PARKS, RECREATION & CULTURE
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
Community Amenity Contribution Reserve
CAC & Bonus Density Contributions 46,000$ 11,000$ 11,000$ 12,000$ -$ 80,000$
46,000 11,000 11,000 12,000 - 80,000
Contributions from Operating
City's Share - Parkland Acquistion DCC Program 202 207 212 217 217 1,055
City's Share - Parkland Development DCC Program 8 8 8 8 8 40
Current Year`s Contribution - General 18,775 20,525 15,025 9,652 7,125 71,102
Other Appropriations - Green City 1,500 1,500 1,500 1,500 1,500 7,500
20,485 22,240 16,745 11,377 8,850 79,697
Other Reserve Funds
Environmental Stewardship 120 120 120 120 120 600
Muncipal Land Reserve 5,000 - - - - 5,000
Vehicles & Equipment 2,350 350 350 350 350 3,750
2,350 350 350 350 350 9,350
73,955 33,710 28,215 23,847 9,320 169,047
Non-Discretionary Contributions
DCC Reserve Funds
Parkland 20,000 20,500 21,000 21,500 21,500 104,500
Parkland Development 750 775 800 825 825 3,975
20,750 21,275 21,800 22,325 22,325 108,475
NCP Reserve Funds
Parks 2,900 - 2,000 1,980 - 6,880
2,900 - 2,000 1,980 - 6,880
Other Statutory Reserve Funds
Parkland Acquisition 10,000 10,250 10,500 10,750 11,000 52,500
10,000 10,250 10,500 10,750 11,000 52,500
33,650 31,525 34,300 35,055 33,325 167,855
Other Contributions
External Sources
Federal/Provincial Contribution - 1,000 1,000 1,000 - 3,000
- 1,000 1,000 1,000 - 3,000
Other Sources
External Borowing 20,600 - - - - 20,600
20,600 - - - - 20,600
20,600 1,000 1,000 1,000 - 23,600
128,205$ 66,235$ 63,515$ 59,902$ 42,645$ 360,502$
395
5-YEAR CAPITAL PROGRAM—PARKS, RECREATION & CULTURE
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
EXPENDITURE SUMMARY 5 YEAR
2022 2023 2024 2025 2026 PROGRAM
Capital Renewal & Maintenance
Base Park Development 2,500$ 2,500$ 2,500$ 2,500$ 2,500$ 12,500$
Park Development - Green City 1,500 1,500 1,500 1,500 1,500 7,500
DCC Park Development 758 783 808 834 833 4,016
Natural Habitat Enhancement 120 120 120 120 120 600
4,878 4,903 4,928 4,954 4,953 24,616
Equipment
Minor Equipment 125 125 125 125 125 625
Recreation Equipment Replacement 350 350 350 350 350 1,750
475 475 475 475 475 2,375
5,353 5,378 5,403 5,429 5,428 26,991
Land Acquisition
Land Acquisition
Parkland Acquisition 30,202 30,957 31,712 32,467 32,717 158,055
30,202 30,957 31,712 32,467 32,717 158,055
Ranked Projects
Buildings
Archives/1912 Hall Renovation - - 5,000 - - 5,000
Cloverdale Sport & Ice Complex 32,000 13,000 10,000 - - 55,000
Interactive Art Museum - City Centre - - 2,800 12,200 - 15,000
Semiahmoo Art Studios - 500 - - - 500
Surrey Arts Centre Renovation 350 - - - - 350
Newton Community Centre 37,000 - - - - 37,000
City Centre Sports Complex - Phase 2 Design - - 500 - - 500
69,350 13,500 18,300 12,200 - 113,350
Other Capital Improvements
Artificial Turf Field Replacements at Five Locations 2,000 - - - - 2,000
Bear Creek Park Athletics Centre 12,800 7,900 - - - 20,700
City Centre Spray Park & Courts - 2,000 - - - 2,000
Community Park in Fleetwood 1,000 - - - - 1,000
Crescent Park Pickleball Courts 600 - - - - 600
Disc Golf at Port Mann Park - - - 2,126 - 2,126
Grandview Heights Community Park - Phase 1 - - - 2,880 - 2,880
NCP Funded Park Projects 1,900 - - - - 1,900
New Park Washrooms - 750 - - - 750
Newton Artificial Turf & Washroom/Changeroom 1,100 - - - - 1,100
Nicomekl Riverfront Park 600 1,600 1,600 3,300 4,000 11,100
North Surrey Outdoor Sport Facility 1,700 - - - - 1,700
Outdoor Volleyball Courts 100 - - - - 100
Park Improvements 500 500 500 500 500 2,500
Pop-up Heritage Displays - 150 - - - 150
Sport Facility Site Development - - - 1,000 - 1,000
Tamanawis Park - Third Field Hockey Turf Field and Changeroom 1,000 3,500 1,200 - - 5,700
Unwin Community Park - - 4,800 - - 4,800
92,650 29,900 26,400 22,006 4,500 175,456
128,205$ 66,235$ 63,515$ 59,902$ 42,645$ 360,502$
396
5-YEAR CAPITAL PROGRAM—PROTECTION SERVICES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
Contributions from Operating
Current Year`s Contribution - General 9,550$ 5,400$ 12,150$ 7,150$ 150$ 34,400$
9,550 5,400 12,150 7,150 150 34,400
Non-Discretionary Contributions
NCP Reserve Funds
Fire 100 100 100 100 100 500
100 100 100 100 100 500
Other Reserve Funds
Vehicles and Equipment 7,628 3,513 4,531 2,437 5,257 23,366
7,628 3,513 4,531 2,437 5,257 23,366
17,278$ 9,013$ 16,781$ 9,687$ 5,507$ 58,266$
EXPENDITURE SUMMARY
Capital Renewal & Maintenance
Equipment
Fire Vehicles & Equipment 5,353$ 1,238$ 2,256$ 162$ 2,982$ 11,991$
Fire Small Equipment Purchases 250 250 250 250 250 1,250
Surrey Police Service Equipment 2,275 2,275 2,275 2,275 2,275 11,375
7,878 3,763 4,781 2,687 5,507 24,616
Ranked Projects
Buildings
Fleetwood Firehall #6 Relocation - 250 7,000 7,000 - 14,250
Police Training Facility 4,000 - - - - 4,000
4,000 250 7,000 7,000 - 18,250
Equipment
SPS Capital & Transition Requirements 5,400 5,000 5,000 - - 15,400
5,400 5,000 5,000 - - 15,400
9,400 5,250 12,000 7,000 - 33,650
17,278$ 9,013$ 16,781$ 9,687$ 5,507$ 58,266$
397
5-YEAR CAPITAL PROGRAM—ROADS & TRAFFIC (TRANSPORTATION)
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
City's Share - DCC Program
City's Share - Arterial DCC Program 284$ 335$ 327$ 300$ 324$ 1,570$
City's Share - Major Collector DCC Program 65 65 64 58 65 317
City's Share - City Centre 4 22 22 22 22 92
Contribution from Operating
Current Year's Contribution-Roads 15,080 16,179 15,220 14,861 15,614 76,954
15,433 16,601 15,633 15,241 16,025 78,933
Non-Discretionary Contributions
Area Specific DCC Reserve Funds
City Centre 418 2,237 2,237 2,237 2,237 9,366
City-Wide DCC Reserve Funds
Arterial Roads 28,373 33,517 32,744 30,027 32,432 157,092
Major Collector Roads 6,506 6,509 6,358 5,831 6,459 31,663
35,297 42,262 41,339 38,095 41,128 198,121
Other Contributions
External Sources
Federal/Provincial 6,146 10,315 2,045 1,954 5,562 26,022
TransLink 15,529 17,817 17,841 15,451 11,537 78,175
21,675 28,132 19,885 17,406 17,099 104,197
72,405$ 86,995$ 76,857$ 70,741$ 74,252$ 381,251$
EXPENDITURE SUMMARY
Capital Renewal & Maintenance
Other Capital Improvements
Growth Related - Arterial 35,225$ 46,425$ 37,374$ 34,540$ 40,577$ 194,142$
Growth Related - Collector 6,571 6,574 6,422 5,889 6,524 31,980
Non-Growth Related - Roads 15,080 16,179 15,220 14,861 15,614 76,954
TransLink 15,529 17,817 17,841 15,451 11,537 78,175
72,405 86,995 76,857 70,741 74,252 381,251
72,405$ 86,995$ 76,857$ 70,741$ 74,252$ 381,251$
398
5-YEAR CAPITAL PROGRAM—WATER SERVICES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
City's Share - DCC Program
City's Share - Anniedale Tynehead -$ -$ -$ -$ 11$ 11$
City's Share - Campbell Heights - - - - 15 15
City's Share - Water DCC Program 60 60 60 60 60 300
60 60 60 60 86 326
Contribution from Operating
Current Year's Contribution - Water 8,100 9,100 9,100 9,100 8,739 44,139
8,160 9,160 9,160 9,160 8,825 44,465
Non-Discretionary Contributions
Area Specific DCC Reserve Funds
Anniedale Tynehead - - - - 1,056 1,056
Campbell Heights - - - - 1,460 1,460
City-Wide DCC Reserve Funds
Water 5,955 5,955 5,955 5,955 5,955 29,775
5,955 5,955 5,955 5,955 8,471 32,291
14,115$ 15,115$ 15,115$ 15,115$ 17,296$ 76,756$
EXPENDITURE SUMMARY
Capital Renewal & Maintenance
Other Capital Improvements
Growth Related 6,015$ 6,015$ 6,015$ 6,015$ 8,557$ 32,617$
Non-Growth Related 8,100 9,100 9,100 9,100 8,739 44,139
14,115 15,115 15,115 15,115 17,296 76,756
14,115$ 15,115$ 15,115$ 15,115$ 17,296$ 76,756$
399
5-YEAR CAPITAL PROGRAM— SEWER SERVICES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
City's Share - DCC Program
City's Share - Anniedale Tynehead -$ -$ -$ -$ 17$ 17$
City's Share - Redwood Heights - 9 9 9 9 36
City's Share - Sewer DCC Program 68 97 98 100 100 463
City's Share - West Clayton - - - - 2 2
Contribution from Operating
Current Year's Contribution - Sewer 7,445 7,207 7,798 8,168 8,011 38,629
7,513 7,313 7,905 8,277 8,139 39,147
Non-Discretionary Contributions
Area Specific DCC Reserve Funds
Anniedale Tynehead - - - - 1,720 1,720
Redwood Heights - 892 892 892 892 3,568
West Clayton - - - - 244 244
City-Wide DCC Reserve Funds
Sewer 6,847 9,705 9,752 10,035 10,045 46,382
6,847 10,597 10,644 10,927 12,901 51,914
14,360$ 17,910$ 18,549$ 19,204$ 21,040$ 91,061$
EXPENDITURE SUMMARY
Capital Renewal & Maintenance
Other Capital Improvements
Growth Related 6,915$ 10,703$ 10,751$ 11,036$ 13,029$ 52,432$
Non-Growth Related 7,445 7,207 7,798 8,168 8,011 38,629
14,360 17,910 18,549 19,204 21,040 91,061
14,360$ 17,910$ 18,549$ 19,204$ 21,040$ 91,061$
400
5-YEAR CAPITAL PROGRAM—DRAINAGE SERVICES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
City's Share - DCC Program
City's Share - Anniedale Tynehead -$ -$ -$ -$ 14$ 14$
City's Share - Darts Hill 13 13 13 13 13 65
City's Share - Drainage DCC Program 90 90 90 44 44 358
City's Share - Redwood Heights - 6 6 6 6 24
City's Share - West Clayton - - 7 7 7 21
103 109 116 70 84 482
Contribution from Operating
Current Year's Contribution - Drainage 7,000 10,000 11,500 13,947 13,647 56,094
7,103 10,109 11,616 14,017 13,731 56,576
Non-Discretionary Contributions
Area Specific DCC Reserve Funds
Anniedale Tynehead - - - - 1,372 1,372
Darts Hill 1,292 1,292 1,292 1,292 1,292 6,460
Redwood Heights - 592 592 592 592 2,368
West Clayton - - 702 702 702 2,106
City-Wide DCC Reserve Funds
Drainage 8,984 8,984 8,984 4,362 4,362 35,676
10,276 10,868 11,570 6,948 8,320 47,982
Other Reserve Funds
Environmental Stewardship 120 120 120 120 120 600
120 120 120 120 120 600
10,396 10,988 11,690 7,068 8,440 48,582
Other Contributions
External Sources
Federal/Provincial 14,736 17,376 12,355 8,674 7,627 60,768
14,736 17,376 12,355 8,674 7,627 60,768
32,235$ 38,473$ 35,661$ 29,759$ 29,798$ 165,926$
EXPENDITURE SUMMARY
Capital Renewal & Maintenance
Other Capital Improvements
Growth Related - Drainage 25,115$ 28,353$ 24,041$ 15,692$ 16,031$ 109,232$
Non-Growth Related - Drainage 7,000 10,000 11,500 13,947 13,647 56,094
Natural Habitat Enhancement 120 120 120 120 120 600
32,235 38,473 35,661 29,759 29,798 165,926
32,235$ 38,473$ 35,661$ 29,759$ 29,798$ 165,926$
401
5-YEAR CAPITAL PROGRAM—OTHER SERVICES
(in thousands)
City of Surrey | 2022—2026 Financial Plan | Capital Program
SURREY CITY ENERGY CAPITAL 5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
Contributions from Operating
Current Year's Contribution-Energy 10,158$ 7,463$ 17,637$ 14,754$ 6,789$ 56,801$
10,158$ 7,463$ 17,637$ 14,754$ 6,789$ 56,801$
EXPENDITURE SUMMARY
Ranked Projects
Other Capital Improvements
District Energy System 10,158$ 7,463$ 17,637$ 14,754$ 6,789$ 56,801$
10,158$ 7,463$ 17,637$ 14,754$ 6,789$ 56,801$
PARKING CAPITAL 5 YEAR
CONTRIBUTION SUMMARY 2022 2023 2024 2025 2026 PROGRAM
Discretionary Contributions
Contributions from Operating
Current Year`s Contribution - Parking 508$ 174$ 21$ 46$ -$ 748$
508$ 174$ 21$ 46$ -$ 748$
EXPENDITURE SUMMARY
Equipment
Parking Equipment 508$ 174$ 21$ 46$ -$ 748$
508$ 174$ 21$ 46$ -$ 748$
402
CAPITAL FINANCIAL PLAN BYLAW, 2021, NO. 20493
City of Surrey | 2022—2026 Financial Plan | Capital Program
403
CAPITAL FINANCIAL PLAN BYLAW, 2021, NO. 20493
City of Surrey | 2022—2026 Financial Plan | Capital Program
CITY OF SURREY
Bylaw 20493 Schedule 1
Capital Financial Plan
To establish years 2022 to 2026
2022 2023 2024 2025 2026
PROPOSED FUNDING SOURCES
Development Cost Charges 129,198,000$ 144,143,000$ 148,797,000$ 137,863,000$ 149,850,000$
Developer Contributions 159,100,000 121,450,000 123,700,000 124,930,000 123,200,000
Transfers from Other Governments 36,411,000 46,508,000 33,240,000 27,080,000 24,726,000
Revenues from Other Sources 324,709,000 312,101,000 305,737,000 289,873,000 297,776,000
Borrowing Proceeds 20,600,000 - - - -
TOTAL FUNDING SOURCES 345,309,000$ 312,101,000$ 305,737,000$ 289,873,000$ 297,776,000$
PROPOSED EXPENDITURES
Police Services 3,108,000$ 3,555,000$ 3,982,000$ 4,204,000$ 4,328,000$
Fire Services 3,073,000 3,208,000 3,435,000 3,727,000 4,012,000
Parks, Recreation & Culture 20,474,000 21,071,000 22,092,000 22,003,000 21,718,000
General Government 18,460,000 18,460,000 18,492,000 17,830,000 17,262,000
Planning & Development 35,000 35,000 30,000 - -
Surrey Public Library 2,305,000 2,127,000 1,956,000 1,793,000 1,772,000
Engineering Services 47,620,000 47,881,000 48,483,000 48,220,000 46,323,000
Water, Sewer & Drainage 45,087,000 46,272,000 47,415,000 47,681,000 48,794,000
Solid Waste Expenditures 2,520,000 1,099,000 1,045,000 1,000,000 1,000,000
Surrey City Energy 1,347,000 1,496,000 1,849,000 2,144,000 2,280,000
Municipal Amortization Expenditures 144,029,000 145,204,000 148,779,000 148,602,000 147,489,000
Capital Expenditures - Prior Years 110,515,000 92,927,000 93,339,000 86,711,000 85,881,000
Capital Expenditures - Contributed 100,000,000 100,000,000 100,000,000 100,000,000 100,000,000
Capital Expenditures - Current Years 368,383,000 309,755,000 311,131,000 289,037,000 286,269,000
Capital Expenditures 578,898,000 502,682,000 504,470,000 475,748,000 472,150,000
TOTAL EXPENDITURES 722,927,000$ 647,886,000$ 653,249,000$ 624,350,000$ 619,639,000$
PROPOSED TRANSFERS BETWEEN CAPITAL AND OPERATING SOURCES
Transfers To/(From) Capital Funds (228,558,000) (230,693,000) (245,041,000) (236,602,000) (224,840,000)
Transfers To/(From) Reserve Funds (97,560,000) (53,592,000) (50,971,000) (46,375,000) (45,523,000)
Transfers To/(From) Capital Sources (326,118,000)$ (284,285,000)$ (296,012,000)$ (282,977,000)$ (270,363,000)$
Transfers To/(From) Operating Sources (1,500,000)$ (1,500,000)$ (1,500,000)$ (1,500,000)$ (1,500,000)$
Unspecified Capital Budget Authority (50,000,000) (50,000,000) (50,000,000) (50,000,000) (50,000,000)
TOTAL TRANSFERS BETWEEN SOURCES (377,618,000)$ (335,785,000)$ (347,512,000)$ (334,477,000)$ (321,863,000)$
BALANCED BUDGET -$ -$ -$ -$ -$
404
CITY OF SURREY GLOSSARY
City of Surrey | 2022—2026 Financial Plan | Glossary
Accrual—The accrual basis of accounting recognizes revenues when they are earned
and records expenses when they are incurred. This results in both revenues and
expenses being recognized and recorded in the accounting period when they occur
rather then when payments are actually received or made.
Activity—Departmental efforts that contribute to the achievement of a specific set of
program objectives; the smallest unit of the program budget.
Annualize—Taking changes that occurred mid-year and calculating their cost for a full
year, for the purpose of preparing an annual budget.
Appropriated Surplus—Funds set aside for a non-statutory specific purpose.
Appropriation—A legal authorization to incur obligations and to make expenditures for
specific purposes.
Assessed Value—The value that is attributed to real estate and certain personal
property by the Assessor as a basis for levying property taxes.
Assets—Resources owned or held by the City that have monetary value.
Balanced Budget—A budget in which budgeted revenues are equal to budgeted
expenditures, thus neither a budget deficit nor a budget surplus exists.
BC Assessment Authority (BCAA)—The organization that is responsible for assessing
property values in British Columbia.
Bonds—A certificate evidencing a debt on which the issuer promises to pay the holder
a specified amount of interest based on the coupon rate, for a specified length of time,
and to repay the loan on its maturity. Assets are pledged as security for a bond issue,
except in the case of government bonds.
Budget—A plan of financial operations embodying an estimate of proposed
expenditures for a given period and the proposed means of financing them.
Biodiversity—The variety of species and ecosystems on earth and the ecological
processes of which they are a part—including natural ecosystems, living species and
other components that provide genetic diversity.
Build Surrey—A program that consists of a series of large-scale capital projects across
the City to accommodate business development and population growth.
Business Improvement Area (BIA)—A specific area within which businesses pay fees
to fund improvements in commercial business potential.
Canadian Union of Public Employees (CUPE)—Union representing the City's
unionized staff.
405
GLOSSARY
City of Surrey | 2022—2026 Financial Plan | Glossary
Capital Assets—Assets of long-term character that are intended to be held or used,
such as land, buildings, machinery, furniture, and other equipment. These assets have
a significant value and a useful life of several years. Capital assets are also called Fixed
Assets.
Capital Budget—The appropriation of internal and external contributions for
improvements and additions to facilities, infrastructure, and parks.
Capital Expenditure—Expenditures approved in the Capital Budget related to the
acquisition, expansion or rehabilitation of an element of the City's Capital Assets.
Capital Legacy Fund—A statutory reserve fund established by Council to provide a
renewable internal financing source for one-time General Capital projects with a
broad-based community support.
Capital Operating and Surplus—Amounts transferred to/from one fund to another
fund or to/from deferred revenue or reserve accounts.
Capital Project—Major construction, acquisition, or renovation activities which add
value to the City's physical assets or significantly increase their useful life; also called
Capital Improvements.
Capital Reserve—An account used to segregate a portion of the City's equity to be
used for future capital program expenditures.
Contingency—A budgetary reserve set aside for emergencies or unforeseen
expenditures not otherwise budgeted.
Contractual Services—Services rendered to the City by private firms, individuals, or
other governmental agencies. Examples include rent, leases, maintenance
agreements, and professional consulting services.
Debt Service—The cost of paying principal and interest on borrowed money according
to a payment schedule.
Deficit—The excess of an entity's liabilities over its assets or the excess of
expenditures over revenues during a single accounting period.
Department—The basic organizational unit of the City, which is functionally unique in
its delivery of services.
Depreciation—Expiration in the service life of Capital Assets attributable to wear and
tear, deterioration, exposure to elements, inadequacy, or obsolescence. It is also
known as amortization.
Development Cost Charges (DCC)—Fees and charges contributed by developers to
support development and growth in the City.
406
GLOSSARY
City of Surrey | 2022—2026 Financial Plan | Glossary
Expenditure—Costs incurred (whether paid or unpaid) for the purpose of acquiring an
asset, service or settling a loss.
External Recoveries—Funds received from other organizations for services provided
by the City and its departments.
Fiscal Year—A twelve-month period designated as the operating year for accounting
and budgeting purposes in an organization.
Fund—A fiscal entity with segregated revenues and expenditures, and a specific
purpose or activity.
Generally Accepted Accounting Principles (GAAP)—The standards, conventions, and
rules prescribed for the recording of financial transactions and the preparation of
financial statements.
Goal—A general, timeless statement of broad direction, purpose , or intent (see
Objective).
Government Finance Officers Association (GFOA)—GFOA founded in 1906,
represents public finance officials through the United States and Canada.
Grants—A contribution by a City or other organization to support a particular function,
or endeavour. Grants can be either operational or capital.
Greater Vancouver Regional District (GVRD)—GVRD represents a federation of 21
municipalities, one Electoral Area and one Treaty First Nation that collaboratively plans
for and delivers regional-scale services. Its core services are drinking water,
wastewater treatment and solid waste management. They also regulate air quality,
plan for urban growth, manage a regional park system and provide for affordable
housing. The regional district is governed by a Board of Directors of elected officials
from each local authority. As of 2017, the GVRD officially changed their name to Metro
Vancouver Reginal District (MVRD).
Greater Vancouver Sewer & Drainage District (GVS&DD)—GVS & DD is an
organization of member municipalities for the planning and delivery of sanitary sewer
and drainage services.
Greater Vancouver Transit Authority (GVTA)—GVTA is the preceding agency to
TransLink, who is the statutory authority responsible for the regional transportation
network of Metro Vancouver, including public transport, major roads and bridges.
Greater Vancouver Water District (GVWD)—GVWD is an organization of member
municipalities for planning and delivery of water services.
407
GLOSSARY
City of Surrey | 2022—2026 Financial Plan | Glossary
Gross Domestic Product (GDP)—GDP is the final value of the goods and services
produced within the geographic boundaries of a country during a specified period of
time, normally a year. GDP growth rate is an important indicator of the economic
performance of a country. GDP data was provided by Statistics Canada.
Infrastructure—Large-scale, physical assets required for the operation of a society (i.e.,
streets, water, sewer, public buildings, and parks).
Internal Services Recovered—Recovery from one department to another for services
rendered, such as data processing or insurance funded from a control pool. See
internal services used.
Internal Services Used—Charge from one department to another for services
rendered. See internal services recovered.
Long Term Capital Plan (LTCP)—LTCP is the process of budgeting resources for the
future of the City of Surrey’s various long term plans.
Levy—To impose taxes to fund City services.
Long-term Debt—Debt with a maturity of more than one year after the date of
issuance.
Materials and Supplies—Expendable goods necessary to conduct departmental
operations.
Metro Vancouver Regional District (MVRD)—Formally the Greater Vancouver
Regional District, see the glossary definition for Greater Vancouver Regional District
(GVRD).
Neighbourhood Concept Plan (NCP)—Part of the City's Official Community Plan, and
is a conceptual framework for proposed development of a neighborhood. It identifies a
pattern of land uses, densities, services and infrastructure.
Objective—Something to be accomplished in specific, well-defined, and measurable
terms and that is achievable within a specific time frame. See goal.
Obligations—Amounts that the City may be legally required to pay. They include not
only actual liabilities, but also encumbrances.
Official Community Plan (OCP)—The City’s primary and governing document under
Bylaw, 2013, No. 18020, that outlines the community’s objectives and the
corresponding policies and maps to guide decisions on planning, land use
management, and development within the area covered by the plan (usually an entire
municipality or parts of a regional district).
Operating Expenditures—The cost of personnel, materials and equipment associated
with the City’s day-to-day operation.
408
GLOSSARY
City of Surrey | 2022—2026 Financial Plan | Glossary
Operating Revenues—Funds that the City receives as income to pay for its day-to-day
operation, including taxes, fees from specific services, interest earnings, and grant
revenues.
Public-Private Partnership (P3)—Public-Private Partnership or P3, is a contractual
arrangement between a public agency (federal, provincial or local) and a private sector
entity. Through this agreement, the skills and assets of each sector (public and private)
are shared in delivering a service or facility for the use of the general public. In
addition to the sharing of resources, each party shares in the risks and rewards
potential in the delivery of the service and/or facility.
Program—A group of related activities performed by one or more organizational units
for the purpose of accomplishing a function for which the City is responsible.
Program Revenue—Revenues earned by a program, including fees for services,
license and permit fees, and fines.
Public Sector Accounting Board (PSAB)—Sets accounting standards for the public
sector. PSAB serves the public interests by setting standards and guidance with respect
to the reporting of financial and other information.
Revenue—Sources of income used by the City to finance its operations.
Tax Levy—The total amount to be raised through general property taxes.
Taxes—Compulsory charges levied by the City for the purpose of financing services
performed for the common benefit of its citizens.
Triple Bottom Line (TBL) Accounting—While traditional accounting focuses on
finding the least-cost solution in support of decision making, TBL requires that financial
costs be balanced against social and environmental benefits and impacts, i.e., the full
costs of a decision are considered. For example, when considering energy investments,
the cost of investment into new infrastructure will be considered against long-term
savings, reduced greenhouse gas and environmental impacts and access to lower cost
energy for residents.
409
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